ML20043C597
| ML20043C597 | |
| Person / Time | |
|---|---|
| Site: | Calvert Cliffs  |
| Issue date: | 05/29/1990 |
| From: | Creel G BALTIMORE GAS & ELECTRIC CO. |
| To: | Martin T NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| Shared Package | |
| ML20043C598 | List: |
| References | |
| NUDOCS 9006050368 | |
| Download: ML20043C597 (5) | |
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BALTIMORE OAS AND ELECTRIC CHARLES CENTER e P.O. BOX 1475 o BALTIMORE MARYLAND 21203 1475 g
Gtomot C. CRttt vice passioew, NCLEamrhtmov 6 00 360 4466 May 29,1990 U. S. Nuclear Regulatory Commission Region 1 475 Allendale Road Kingof Prussia,PA 19406 A'ITENTION:Mr. T. T. Martin SUIDECT. : Calvert Cliffs Nuclear Power Plant Unit Nos.1 & 2; Docket Nos. 50-317 & 50-318 Unit 1 Startup Assessmeu Gentlemen:
This letter provides Baltimore Gas & Electric Company's assessment of its plant startup and operation conducted conducted between April 4 23,1990. Both the line organization's evaluation of its activities and the report of an Independent Assessment Team (IAT) providing an outside perspective in its report to the Vice President Nuclear Energy Division (VP NED) are attached, it is our intention to discuss this evaluation with you at your convenience.
The short operating period of Unit I was the Grst critical operation since its shutdown in May 1989 for evaluation of its susee atibility to pressurizer leakage similar to that of Unit 2. As a consequence of the pressurizer and otier outage work, neither unit had been returned to service. During this extended outage period, substantial portions of the Performance improvement Plan, begun in April 1989, had been implemented, in many areas, this opportunity for operation offered the Grst chance to evaluate the effectiveness of the improvement measures. Plant management considered this a major test ofits efforts to upgrade plant safety and quality.
Because of the duration of the outage and the magnitude of the changes undertaken since the previous operations, a formal Startup Plan was developed for this period. One of the key elements of this Startup Plan was establishment of a " Plant Readiness for Startup Plan" to ensure that the necessary physical and administrative actions were comp'lete. A "Startup Contingency and Management Plan" was provided specifying management s exyctations for the startup and preparatory measures for support by various groups on site. This p an also included establishment of the Startup Review Board (SURB), consisting of all site Managers and provided a mechanism for them to formally communicate with the Plant Manager, who chaired the SURB. The third element of the Startup Plan was the "Startup Self Assessment Plan", This provided for the dual assessment of the organization's performance by both the line organization, reporting through the SURB, and the IAT, reporting independently to the VP-NED.
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Mr. T. T. Martin l May 29,1990 ;
Page 2 EXECUTIVE
SUMMARY
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The conclusions of Calvert Cliffs' management are summarized below. These include inputs from '
both the SURB and IAT. The SURB considered performance relative to past Calvert Cliffs performance arvi line organization's current expectations. De IAT measured its observations against an INPO.like standard of best industry practices. The perspective, observations, and conclusions of their reports were different, although not generally inconsistent.
- 1. The SURB noted a distinct improvement in nearly all areas when plant performance .
was com pared to that of a year ago. When considered by functional areas, there were l substant:al improvements seen in nearly every case. Overall plant performance was much better controlled, and while full efficiency had not yet been attained under the more restrictive controls now in place, operational safety and quality showed significant gains. Specine catejorics of performance where notable improvement was I observed included procedura compliance, identification and resolution of safety j issues, and systems and equipment performance. Plant material condition and 1 personnelindustrial safety awareness were not perceived as having changed. On the other hand, compliance had clearly improved in work control processes and industrial and radiation safety. There is less ef0ciency in work control processes an expected condition.
- 2. The SURB observed that plant equipment performance was much better than that -
seen in previous startups. Very few new equipment deficiencies occurred. in retrospect, this is attributed to the extensive equipment improvements accomplished during the outage and the rigorous retest and closcout processes used in this outage compared to previous ones. Given the successful demonstration of the equipment reliability in this startup, we now have established higher expectations in this area for future startups,
- 3. Performance in some instances did not match management's expectations. A specinc ,
case was the discharge of the wrong Waste Oas Decay Tank because of operator error. This event revealed evidence ofinsufficient attention to detail and informality which require additional management effort. Similarly, when unexpected results were obtained during Delta T to-calorimetric power indication comparisons, neither procedural steps nor Engineering's prior guidance to Operations were sufficient. As a result, O 3crations was unnecessarily forced to take a conservative course of action which resu ted in two unplanned reductions in power and declaration of two Unusual Events. In both these occurrences, the deGeient instance was an exception to an ,
otherwise improved performance pattern. Corrective actions are being directed at l the trouble areas noted and their root causes. However, additional monitoring to ensure the adequacy of our efforts will be conducted.
A Several noteworthy examples of positive manapement control were demonstrated.
These included thorough and systematic evaluation of a Main Steam Isolation Valve '
operator and handswitch problem before leaving MODE 5; resolution of a Boric Acid Storage Tank level indication issu which was alertly noted to reveal a previous incorrect assumption which affected post accident Bush procedures; forehanded development of contingency plans which anticipated events; effective critique of the l
/ e Mr. T. T. Martin i May 29,1990 Page 3 inadvertent tripping of the on line Auxiliary Boiler to correct the cause and pass on !
the lessons learned; and prompt investigation and coordination in finding and isolating a leaking CVCS filter. Throughout the period there was consistent management emphasis on accomplishing the walkdowns and observations that had been planned and a clear atmosphere of deliberate, mntrolled progress.
- 5. De Independent Assessment Team's report provided the following conclusions: !
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- a. The line organization's control of the startup through its SURB was a notable strength. The SURB fostered nuclear safety awareness by ensuring deliberate safe plant operations. It focussed management and staff efforts by conveying expected results and instilling a sense of accountability and ownership.
- b. The proficiency and positive attitude of the plant and plant su pport l staff was a particular asset, ne knowledgeable and experienced staff I seemed to have a very positive attitude toward nuclear safety and !
quality, resohing plant problems, and returning the Units to !
operation. !
- c. Personnel safety practices and repair of safety equipment required l immediate management attention (and received it),
- d. De backlog of open maintenance orders was high and required attention.
These findings were based on' specific observations which closely matched those of the line organization. In the case of the two noted weaknesses, it w:s management's conclusion that the safety concerns were valid, and action has been initiated to correct the problems and their underlying root causes. In evaluating the maintenance backlog, efforts are underway to better quantify and ,
trend the actual number of open deficiencies. Additionally, plans are in place to continue the past year's major effort to upgrade equipment readiness.
CONCLUSION In summary, the Aptil startup was a valuable evolution for Calvert Cliffs. The ability to accomplish the startup at all was challenging, constrained as the opportunity was by the necessity to conduct steam generator eddy current testing in May and June. The effort provided a major demonstration .
of the organization's ability to meet a goal-without sacrificing safety or quality. The startup was stringently and effectively controlled. Each step was deliberate. All the prerequisites were met. ,
Decisions were conservatively made and effectively communicated. Operators showed continued ability to react properly to control transients. Engmeering and Maintenance support were prompt and capable.
Finally, the self assessment was effective it allowed us the opportunity to critically evaluate our :
progress. Based on that assessment, it appears that the management efforts taken through our l Performance Improvement Plan are substantially on tracl.. We believe that continued effort using this approach will enable us to attain our goal of excellent performance. We are spending considerable effort in our communication with employees to reinforce our successes while guarding against overconfidence. We feel that this operating period showed that we are well positioned for ,
controlled, reliable operations upon completion of the current outages.
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m t; Mr.T.T. Mortin Msy 29,1990 Page 4 Should you have any further questions regarding this matter, we will be pleased to discuss them with you.
Very truly yours,
.)
GCC/GLD/bjd cc: D. A. Brune, Esquire J. E. Silberg, Esquire R. A.Capra,NRC D. G. Mcdonald, Jr., NRC T. T. Martin, NRC L E. Nicholson, NRC R. I. McLean, DNR
..