ML042110239
| ML042110239 | |
| Person / Time | |
|---|---|
| Site: | Davis Besse  |
| Issue date: | 07/13/2004 |
| From: | NRC/RGN-III |
| To: | |
| References | |
| Download: ML042110239 (110) | |
Text
1 1
2 PUBLIC MEETING 3 BETWEEN U.S. NUCLEAR REGULATORY COMMISSION O350 PANEL AND FIRSTENERGY NUCLEAR OPERATING COMPANY 4 OAK HARBOR, OHIO 5 ---
6 Meeting held on Tuesday, July 13, 2004, at 6:30 p.m. at the Oak Harbor High School, Oak Harbor, Ohio, 7 taken by me, Marie B. Fresch, Registered Merit Reporter, and Notary Public in and for the State of Ohio.
8 9
PANEL MEMBERS PRESENT:
10 U. S. NUCLEAR REGULATORY COMMISSION 11 John "Jack" Grobe, 12 Senior Manager, Region III Office
& Chairman, MC 0350 Panel 13 Christine Lipa, Projects Branch Chief Region III Office 14 Christopher Scott Thomas, Senior Resident Inspector 15 U.S. NRC Office - Davis-Besse Jon Hopkins, 16 NRR Project Manager - Davis-Besse Jack Rutkowski, NRC Resident Inspector 17 FIRST ENERGY NUCLEAR OPERATING COMPANY 18 Mark Bezilla, Vice President 19 Barry Allen, Plant Manager Ralph Hansen, VP Nuclear Oversight 20 Kevin Ostrowski, Manager-Plant Operations 21 ---
22 23 24 25 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
2 1 MS. LIPA: Good afternoon.
2 Well go ahead and get started. I would like to welcome 3 FirstEnergy and members of the public for accommodating 4 this meeting. This is a public meeting between the NRCs 5 Davis-Besse Oversight Panel and FirstEnergy Nuclear 6 Operating Company.
7 My name is Christine Lipa, Im a Branch Chief in 8 NRCs Region III Office located near Chicago, and Im 9 responsible for NRC s inspection program at Davis-Besse.
10 The next slide, well talk about briefly the 11 purposes of the meeting; and basically those purposes are 12 to keep the public informed of the ongoing NRC activities, 13 discuss with the Licensee performance and other activities, 14 and then, of course, to be available at the end of the 15 business portion of the meeting for public questions or 16 comments.
17 Can you guys hear me okay in the back of the room?
18 Okay. Thank you.
19 Okay. So, the next slide is the agenda. And well 20 start off with introductions and opening remarks. Ill 21 talk about some recent NRC activities and some upcoming NRC 22 activities. Ill turn it over to the Licensee for 23 discussion of their part of the presentation for today.
24 And then well adjourn the business portion of the meeting 25 and well take a break, but then we will be available for MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
3 1 public comments and questions before we adjourn the 2 meeting.
3 So, let me start with introductions over here on the 4 NRC side of the table today. On the far left is Jon 5 Hopkins. Hes the Project Manager for Davis-Besse. Hes 6 located in headquarters, in Rockville, Maryland.
7 Next to John is Scott Thomas. Scott is the Senior 8 Resident Inspector at the Davis-Besse plant.
9 Next to Scott is Jack Grobe. Jack is a Senior 10 Manager in the Region III Office. Hes the Chairman of the 11 Davis-Besse Oversight Panel.
12 To my right is Jack Rutkowski. Hes a Resident 13 Inspector located at the Davis-Besse plant.
14 We also have some other folks from the NRC in the 15 audience. We have Alex Garmoe. Hes a Nuclear Safety 16 Professional. Hes new in my branch in the Region III 17 Office.
18 Richard Smith. Hes also new in my branch in Region 19 III Office. Richard is a Reactor Engineer.
20 We have Nancy Keller out in the foyer with the 21 handouts and greeting you all when you came in.
22 We have Viktoria Mitlyng. Shes our Public Affairs 23 Officer.
24 And I think thats about it for today.
25 Would you like to introduce your folks, Mark?
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
4 1 MR. BEZILLA: Thank you, Christine.
2 To my right is Barry Allen, my Plant Manager.
3 To my far left is Kevin Ostrowski, my Operations 4 Manager.
5 To immediate left is Ralph Hansen, our Vice 6 President of Oversight.
7 And Im Mark Bezilla, the Site Vice President.
8 MS. LIPA: Thank you. And I 9 know we have some public officials in the room. Would you 10 like the stand up and introduce yourselves.
11 MR. KOEBEL: Carl Koebel, 12 County Commissioner.
13 MR. ARNDT: Steve Arndt, 14 County Commissioner.
15 MR. PAPCUN: John Papcun, 16 County Commissioner.
17 MR. WITT: Jere Witt, County 18 Administrator.
19 MS. LIPA: Great. Thank 20 you.
21 Okay. As I mentioned before, this is obviously open 22 to public observation, but it is a business meeting between 23 the NRC and FirstEnergy, so before we adjourn todays 24 meeting there will be time for comments and questions for 25 the NRC folks, and well be available for anybody who has MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
5 1 questions.
2 I wanted to talk a little bit about some handouts 3 that you saw when you came in. We have a public meeting 4 feedback form that weve been using to get feedback on how 5 this meeting goes. So, if you want to make comments, just 6 fill this out and send it back to us.
7 There is one-page two-sided NRC update. This has 8 kind of replaced the monthly newsletter we were using 9 before restart. It has a lot of good information on it, as 10 well as the bottom of the second page, information on how 11 you can contact the NRC if you have comments or questions.
12 Also, the website where we have a lot of documents that are 13 publicly available.
14 There is slides that Im going through for the NRC 15 portion of the meeting and then also the FirstEnergy slides 16 are available.
17 Okay, were having this meeting transcribed today 18 by Marie Fresch is here. Well have a recording of this 19 meeting and it will be available on the Web site about 20 three or four weeks after todays meeting. So, it would be 21 important to use the speakers so we can hear whats being 22 discussed.
23 And I would like to go to the next slide, which is 24 recent NRC activities.
25 The government accounting office was requested by MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
6 1 several congressional representatives to review the NRC 2 activities prior to the discovery of the vessel head 3 degradation, and that report was issued on May 18th. And 4 the Chairman of the NRC has also responded and those 5 documents should be available on the website.
6 The next item, on May 20, the NRC commissioners 7 spoke at a hearing that was held by the Senate Environment 8 and Public Works Subcommittee; and a transcript of that 9 hearing should also be publicly available.
10 The third item is there was a hearing request 11 submitted in March. That was after the restart approval 12 and the Confirmatory Order that was issued as part of the 13 restart. There was a Hearing Petition submitted on those 14 documents and that was under review of the Atomic Safety 15 Licensing Board and was denied recently. And the 16 petitioners have appealed that decision and that is with 17 the Commission at this point in time.
18 The next bullet is, there was a site visit by our 19 new Deputy Executive Director for Operations. His name is 20 Ellis Merschoff. He was out at the site on June 16th 21 touring the facility and meeting with the Resident 22 Inspectors.
23 And then the next bullet is, we recently issued a 24 Resident Inspection Report. Thats publicly available.
25 The next slide shows some other recent NRC MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
7 1 activities. We continue to have a lot of interest from 2 Congressional Representatives. The first two bullets, on 3 June 22nd and June 24th, members of the Davis-Besse 4 Oversight Panel met with some of the staffs for those 5 Representatives on the Hill.
6 The third visit was a lead, one of our Lead 7 Inspectors for the Management/Human Performance area was on 8 site on June 23rd to attend a meeting that was held to 9 discuss performance in that area.
10 On June 30, the Resident Inspectors held their 11 routine Exit Meeting with Licensee management.
12 And then on July 2nd, there was a team of five or 13 six member team from the Region III Office on site looking 14 at modifications, commitments in the engineering area and 15 safety evaluations. And that report is due out in mid 16 August.
17 Some upcoming NRC activities. There will be a 18 Triennial Fire Protection Inspection later this summer.
19 There is, thats a large inspection, a team inspection to 20 look at fire protection systems at Davis-Besse.
21 The second item is part of the Confirmatory Order 22 that I mentioned earlier that we issued, along with the 23 Restart Approval documents, requires FirstEnergy to hold 24 four separate comprehensive independent assessments in each 25 of the four areas; Operations, Corrective Actions, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
8 1 Engineering and Safety Culture. And the way those 2 independent assessments work is the Licensee is required to 3 submit to us 90 days ahead of time their plan for that 4 assessment and the people that will be on the assessment 5 team. Those are planned for starting in August, one a 6 month for the rest of the year. And two of the plans have 7 already been submitted and those are under review by the 8 lead inspectors.
9 Then, finally, one of the leads for the Corrective--
10 the Management and Human Performance area will be on site 11 the week of July 19th with his team to look at 12 effectiveness of actions that have been taken in the 13 Management and Human Performance area. Thats Geoff Wright 14 and his team.
15 So, those are the main points I wanted to cover.
16 Any other discussion from the NRC folks at the table 17 here?
18 Okay, with that, Ill turn it over to you, Mark.
19 MR. BEZILLA: Thank you, Christine.
20 Before I get started, I would just like to introduce 21 Lew Meyers, FENOCs Chief Operating Officer. He just came 22 in, so I would introduce Lew.
23 Next slide, please.
24 Our Desired Outcomes for this evening are to 25 demonstrate that Davis-Besses operations continue to be MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
9 1 safe and conservative; we would like to provide you with an 2 overview of our performance since the last public meeting; 3 briefly overview the new FENOC fleet organization; and 4 status you on our improvement initiatives and Confirmatory 5 Order activities.
6 Next slide, please.
7 Barry will start things off with an Overview of 8 Plant Performance. He will then move into Improvement 9 Initiatives, Performance, utilizing information from some 10 of our performance indicators; and then discuss our 11 upcoming Independent Assessments.
12 I will then spend a few minutes providing 13 information and insights from a number of recent Assessment 14 Activities.
15 We will have Kevin Ostrowski spend some time on 16 discussing positive areas and areas for continued focus in 17 Operations. And we wanted to spend a few minutes in this 18 meeting in this area, because well be conducting our 19 Independent Assessment of Operations in accordance with the 20 Confirmatory Order and our Implementation Plan in August.
21 And then we thought we would then discuss those results at 22 a future, maybe the next public meeting.
23 I will wrap up the Assessment portion of the 24 presentation, and then talk briefly about the Mid-Cycle 25 Outage.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
10 1 Then, Ill turn it over to Ralph Hansen who will 2 provide oversights perspective, before wrapping up our 3 presentation.
4 With that, I would like to turn it over to Barry.
5 MR. ALLEN: Thank you, Mark.
6 The plant status for Davis-Besse; the unit is at one 7 hundred percent power, generating approximately 925 8 megawatts electric. The station is at 107 continuous days 9 of service, and we have 22 continuous Human Performance 10 success days.
11 MS. LIPA: Can you talk a 12 little about what that last bullet means?
13 (sound adjustment) 14 MR. ALLEN: Let me cover that 15 again. The plant is currently at one hundred percent 16 power. Were at approximately 925 megawatts electric 17 generation. Currently at 107 continuous days of service.
18 And we have 22 Human Performance success days.
19 I believe you had a question about that. Ive 20 actually got that in the presentation, and Ill cover some 21 of that later, Christine, if you would like.
22 MS. LIPA: Okay.
23 MR. ALLEN: Some of the 24 noteworthy items at Davis-Besse that we would like to cover 25 relate to our plant performance since the last public MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
11 1 meeting. In accordance with Coast Guard and in cooperation 2 with them, we placed buoy markers in Lake Erie. That 3 provides a permanent waterside security zone visible to 4 boaters on the lake.
5 Also on May 19th, we performed a monthly assessment 6 of our Safety Culture, and have those results in discussion 7 later in the presentation.
8 May 19th, we had a floor plug which was not 9 reinstalled in a grapple hole, a 6x6 6"x6" hole in the floor; 10 the result of some maintenance activities. We did have a 11 employee turn and stepped into that depression, slip down.
12 And that was something that we took and considered for a 13 site clock reset.
14 So, its not our desire that things happen, but 15 occasionally things do. And then we look to respond 16 appropriately and aggressively where required. And site 17 clock reset is one of those tools we utilize, because it 18 allows us to communicate quickly and broadly on whatever 19 has occurred, and then allows us to, it is a good tool to 20 share those lessons with the station.
21 So, we use the site clock reset for what we think is 22 an appropriate level and that allows us to focus on 23 preventative efforts in a lower level to help us prevent 24 events, is what we do with those clock resets.
25 Also in May, we successfully completed an Emergency MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
12 1 Plan Drill. And Mark has some of the particular 2 information we would like to share on that drill later in 3 the presentation.
4 Additional items. On May 20th, the American Society 5 of Mechanical Engineers, the National Board authorized our 6 nuclear repair stamp and also repair stamp, which was a big 7 milestone for us. And we have a few more particulars, 8 well share on that later.
9 Also, in May we had our monthly performance review 10 of our performance indicators and thats where the 11 Executive Leadership Team coming independently to review 12 our station for four months, challenges our performance and 13 understanding relationships. So, we had a monthly meeting 14 on May 20th.
15 On May 21, we had the Ohio Environmental Protection 16 Agency come perform their annual inspection of 17 Davis-Besse. There were no violations identified by the 18 annual inspection. I had a recommendation well take a 19 look at, but overall very pleased with the results of the 20 annual EPA inspection.
21 Then we had the opportunity on May 25th to provide a 22 station tour for one of the Energy Aides to one of our 23 State Senators at their request.
24 Early in June, I had additional officials come in 25 from the State of Ohio in the areas of Security and MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
13 1 Emergency Preparedness. Those individuals got a tour of 2 the station. You can see that photo there, part of that 3 tour.
4 And we were very pleased early in June to find out 5 that 8 of 8 license candidates who stood for NRC exams 6 successfully passed their examinations. So, that will give 7 us essentially five more Senior Reactor Operators coming on 8 board and three new Reactor Operator licenses. So, were 9 very pleased with a hundred percent success rate on those 10 candidates.
11 June 5th, we had an occurrence of utilizing 12 incorrect procedure, just a revision. We actually used a 13 procedure that was written for Modes 4 and 5, or vice the one for Modes 14 1, 2, 3 and 4. And, again, we took the opportunity and 15 reset our station clock based on that, so we could assure 16 we had discussions and Lessons Learned for all the stations 17 there.
18 And I believe, Christine, you mentioned your 19 presentation on June 16th, we had the Deputy Executive 20 Director for Reactor Programs, Mr. Ellis Merschoff, visit 21 the Davis-Besse station and met with some of the Leadership 22 Team on the site.
23 On June 20th, performed basically a safety valve 24 testing. We utilized a set pressure verification device to 25 do that test; and we had an occasion where we input an MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
14 1 incorrect valve factor in the software. So, you input, 2 depending on the valve youre testing, a valve factor in 3 the software program; we did not perform an adequate peer 4 check to catch that prior to implementation. We caught 5 that during the performance of the testing. And, again, 6 well use that as a Lessons Learned for the station.
7 In addition to the eight candidates I mentioned who 8 just recently passed their NRC exams on June 23rd, we had 9 our 2005 class take their Generic Fundamental Examination.
10 And of those 17 candidates, all 17 passed the NRC Generic 11 Fundamental Examination. So, were very pleased with the 12 candidates we had coming through the SRO, RO at this 13 point.
14 On June 23rd, we conducted a Safety Conscious Work 15 Environment Follow-up Assessment. Mark will provide some 16 specifics on that assessment later in the presentation.
17 And on July 1st, we did enter an Off-Normal 18 Procedure. And this was where we had isolated 19 impurifications, demineralized or filtered for replacement; 20 and we did not allow a great deal of time between that 21 isolation and when maintenance went to work to replace that 22 filter.
23 So, we isolated that filter on night shift. Day 24 shift got right on the job, went to replace the filter, 25 remove the filter, put it in the transfer cast cask, and then MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
15 1 the maintenance personnel left the area.
2 Subsequent to that, we did have a radiation element 3 in the radiation -- emergency ventilation system detect 4 some very low levels of iodine which was coming out of the 5 storage container off of the filter, which did cause an 6 alarm; and did cause us, did cause the ventilation to be 7 secured; and we aligned our emergency ventilation system, 8 which is filtered.
9 And per our procedures, Operations crew responded 10 appropriately on our procedures; ensured people were out of 11 the area, and allowed us to go back and do a survey to 12 understand exactly what was going on.
13 And, so, we looked at how the event unfolded. Both 14 the equipment and the personnel involved responded as 15 expected. There were no internal contaminations. We did 16 whole body counts on individuals involved. There was no 17 contamination deposited in the building. And in fact, the 18 added effluent was like 0.00005 milligram 0.0005 millirem. So, very, very 19 low levels.
20 We did take a look at that, to see what we could 21 learn from that. And, probably the most significant 22 learning we got from that is, when isolating a filter, we 23 should probably allow at least 72 hours8.333333e-4 days <br />0.02 hours <br />1.190476e-4 weeks <br />2.7396e-5 months <br /> for the short-lived 24 isotopes to decay, which we typically had done that in the 25 past, just more through happenstance of good planning.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
16 1 So, we modified our administrative controls to 2 ensure when we isolate the filter, we allow shorten the 3 isotopes to have a relatively short half life before we go 4 to proceed next time to transfer the filter to a transfer 5 pit.
6 MR. HOPKINS: Barry, have you 7 looked to see if there are any other procedures that you 8 need to do a review for that?
9 MR. ALLEN: John, good 10 question. Johns question was, have we looked at similar 11 filters to see if we have similar Lessons Learned that we 12 can share; is that correct?
13 MR. HOPKINS: Yes.
14 MR. ALLEN: There are other 15 filters, and probably the most common place to catch that 16 right at the start is the RWP. So, the first thing we did 17 was the radiation work permit for changing filters was 18 suspended until we went through and had a chance to capture 19 those Lessons Learned.
20 And, in fact, we had discussions this morning about 21 additional filters that we were looking to change in the 22 station; and then scheduled ones, theyve been isolated for 23 a week or two already to meet the 72 hour8.333333e-4 days <br />0.02 hours <br />1.190476e-4 weeks <br />2.7396e-5 months <br /> threshold. So, 24 we do have those filters. So, the added controls either in 25 the procedures, the work documents, and/or the radiation MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
17 1 work permit, is what we utilized.
2 MR. HOPKINS: Okay. Thank you.
3 MS. LIPA: Barry, on the 4 filter, did this ever happen before when replacing filters 5 caused those radiation elements to alarm?
6 MR. ALLEN: Actually, 7 Christine, weve changed this filter out twice during the 8 cycle, I believe, during this year, and did not have this 9 occurrence. So, in those cases, looking back, what we saw 10 was, we isolated it for maintenance; not in a hurry, 11 because its not a time critical evolution. So, we had 12 isolated it; at some point later come in and actually 13 swapped the filter out.
14 Again, we werent driven by an undue sense of 15 urgency. It was tagged out. Maintenance was prepared to 16 change the filter out the next morning in this case. So, 17 we didnt have controls in place to prevent that, because 18 we had not really had this occurrence on this filter occur 19 before.
20 MS. LIPA: So, youre not 21 aware of any previous instances where this happened?
22 MR. ALLEN: No, maam.
23 Also, on July 2nd, we did have the NRC modification 24 of 50.59 Inspection Exit. We got a very thorough 25 inspection there in those areas; and the inspection report MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
18 1 is not yet issued. We are discussing two outstanding items 2 and one potential on-site violation, were still working 3 with your organization for that additional information for 4 that inspection report.
5 MS. LIPA: Barry, back on 6 the first item, the incorrect valve factor; which activity 7 was that? Which valve was that or what was that activity 8 where you had the wrong valve factor?
9 MR. ALLEN: The incorrect 10 valve, that was a main steam safety valve set point test, 11 Christine.
12 MS. LIPA: You found 13 that error just through normal review and approval process 14 of looking through results?
15 MR. ALLEN: No, we discovered 16 it during field implementation, during performing the test, 17 Christine.
18 MS. LIPA: Thank you.
19 MR. ALLEN: Okay. Next slide, 20 please.
21 In conclusion, Davis-Besse operations continue to be 22 safe and conservative.
23 Unless you have more questions, I will turn the 24 presentation back to Mr. Bezilla.
25 MS. LIPA: Yeah, one more MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
19 1 question. Back on the main steam safety valve testing.
2 Had any of the valves been returned to service and declared 3 operable before you found this error or did it happen right 4 in the middle of the testing?
5 MR. ALLEN: We had adjusted 6 one valve, Christine, and gone to a second valve. And in 7 the process of adjusting the second valve, stopped, 8 something does not appear to be right. So, therefore, we 9 had two valves; one we were under adjustment, one we had 10 just finished checking the set point on. So, for a limited 11 time there, we were dealing with that issue on two valves.
12 MS. LIPA: So, for the first 13 valve, had that already been through the whole testing 14 review and approval or was it in the intermediate steps 15 when you went on to the second valve?
16 MR. ALLEN: It was complete, 17 because any time that youre doing main steam safety valve 18 testing, you complete your performance on one valve before 19 you proceed to the next valve, so we were complete with the 20 first valve.
21 MS. LIPA: So, none of the 22 steps on the first activity found the error; it wasnt 23 until you went to the second valve that you found the 24 error.
25 MR. ALLEN: Thats correct.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
20 1 MS. LIPA: Thank you.
2 MR. BEZILLA: Okay, Christine, 3 are you prepared to proceed?
4 MS. LIPA: Yes.
5 MR. BEZILLA: Okay. Before I 6 move on to the details of our FENOC Fleet Standard 7 Organization, just let me spend a minute on the what, the 8 why, and the how.
9 First the what. The reorganization of FENOC to the 10 Fleet Standard Organization, if you will, we believe is an 11 enabler to allow us to better focus on fleet wide 12 performance, thats going to allow us to have attention on 13 potential safety issues, well better standardize to the 14 industry best practices, and well utilize a heavy 15 benchmarking to make this all happen.
16 Next the why. With a common organization or 17 structure, well be able to improve efficiency and 18 effectiveness through a creation and continued creation of 19 common processes. We will better be able to facilitate 20 personnel development, and we will focus on getting the 21 right people with the right skills set in the right place.
22 And, third the how. Were using the FirstEnergy 23 selection process. This is a proven process used by other 24 sectors of FirstEnergy. Well come back to it at another 25 time. Well also utilize the Safety Conscious Work Review MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
21 1 Team at the site. Weve chosen the directors, managers, 2 and superintendents; and were currently in the process of 3 selecting supervisors and individual contributors.
4 Our plan has us being ready to implement the new 5 organization by the end of August this year. Now, realize, 6 some of the transitions, meaning personnel transitions, 7 into the new roles will occur earlier; some may occur a 8 little bit later, but in total we should be ready to 9 implement before September of this year.
10 Okay. Our next slide, please.
11 The first, I got two slides, these are fairly high 12 level generic. The first one is on the FENOC 13 Organization. And you can see, we have the FirstEnergy 14 Chairman and CEO, thats Mr. Alexander. We have our 15 President and Chief Nuclear Officer, thats Gary Leidich.
16 Reporting to Gary directly is Vice President of Quality 17 Assurance Oversight, which is Mr. Ralph Hansen.
18 From a Fleet perspective, we have a Senior Vice 19 President of Engineering and Services, thats Joe Hagan.
20 And Joes role has expanded a little bit. We have a 21 Regulatory Affairs group, weve got Security, and weve 22 also got Saxton/TMI-2 which are part of the FENOC 23 organization. So, theyre all important to Joe Hagan.
24 Then, we have our Chief Operating Officer, Lew 25 Myers. And reporting to Lew are the three Vice Presidents; MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
22 1 Davis-Besse, Beaver Valley and Perry respectively. And 2 then to Gary, he also has some direct reports. We have a 3 Business Director, a Fleet Assessment Manager and 4 Organizational Effectiveness Manager reporting to Gary.
5 And what we did, we did benchmarking of other Fleets 6 through the country; chose this organization, which is 7 close to a couple of the other Fleets that we looked at.
8 And as I said before, I think this is going to help us 9 moving forward from a safety perspective and efficiency 10 perspective and being able to achieve excellence.
11 MR. HOPKINS: Let me ask you, 12 Mark, could you give me a little detail like what is 13 Operations Support going to be doing?
14 MR. BEZILLA: In Operations 15 Support -- the question was, what is Operations Support 16 going to be doing from a Fleet perspective?
17 In Operations Support, what we have there, we have 18 various program managers. We have like an Ops Program 19 Manager, a Maintenance Program Manager, a Work Management 20 Program Manager, an Outage Programs Manager, and others.
21 Those are individuals, a number of those will be brought in 22 from the outside that have, Ill say, the big, the good 23 plants, the performing plants; and they will help us do 24 benchmarking and implement the best as far as standards go, 25 as far as processes go within the Fleet.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
23 1 MR. HOPKINS: Okay.
2 MR. BEZILLA: So, as an example, 3 the Ops Program Manager would be an equivalent to like 4 Kevin Ostrowski or Perry or Beaver Valley Ops Manager, such 5 that we could rotate those individuals through for 6 personnel growth, development, et cetera. Does that 7 answer?
8 MR. HOPKINS: That answers my 9 question. Thank you.
10 MR. BEZILLA: Next slide.
11 This is the standard site organization. And what we 12 have at the sites; we have Vice President. Reporting to 13 the Vice President directly is a Director of Site 14 Operations. For Davis-Besse, that will be Barry Allen.
15 And, we have Director of Performance Improvement, 16 which will be Bob Schrauder. You guys I believe are 17 familiar with Bob Schrauder.
18 You can see Barrys span of control has expanded in 19 the new world, in the new organization. Hell have 20 Maintenance reporting to him, Radiological Protection, 21 Chemistry, On-Line Work Management, Outage Work Management 22 and Operations.
23 Reporting to Mr. Schrauder under our Performance 24 Improvement, well have Training, Regulatory Compliance, 25 and Special Projects.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
24 1 Now, additionally, or reporting indirectly to the 2 Vice President at the sites, would be Director of 3 Engineering, and Manager of Site Protection, which is our 4 Security Manager.
5 Jack and Christine, we just wanted to portray this.
6 At the next public meeting, we can go into a little more 7 detail, well have additional names, et cetera. And well 8 cover that at the next meeting, but I just wanted to let 9 you know this was on the horizon and we have efforts in 10 place to put this in place.
11 When I talk about the Safety Conscious Work 12 Environment Review Teams report a little bit later, Ill 13 talk a little more about the organization and some of the 14 cautions they provided to us as far as implementation of 15 the organization.
16 MS. LIPA: So, is this the 17 organization you plan to implement in August?
18 MR. BEZILLA: Thats correct.
19 MS. LIPA: And well talk 20 names and experience levels at that meeting?
21 MR. BEZILLA: At the next public 22 meeting, thats correct.
23 Okay, with that, I would like to turn it back over 24 to Barry.
25 MR. ALLEN: Thank you, Mark.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
25 1 This slide illustrates we continue to make progress 2 in accordance with the Integrated Restart Report. Its 3 going to catch us up to date on Appendix A commitments, of 4 which we closed 24 out of 38 commitments today. And then 5 in Cycle 14 Operational Improvement Plan, equivalents of 94 6 commitments; out of there, we completed 51. Those are 7 closed today. So, we continue to make progress there.
8 There is also six commitments in the Confirmatory 9 Order, and those related to assessments and inspections, 10 and well cover those later in the presentation also.
11 MR. HOPKINS: Just confirm; are 12 there any late commitments that have not been met?
13 MR. ALLEN: No, weve had no 14 late commitments.
15 MR. HOPKINS: Okay, thank you.
16 MR. BEZILLA: Jon, we have moved 17 a couple of those based on, Ill say, our observations and 18 assessments, so weve adjusted some of those dates, but we 19 met our current due dates.
20 MR. HOPKINS: Okay.
21 MR. ALLEN: Next slide, 22 please.
23 Weve used this barrier slide before, but we like to 24 utilize this slide because this illustrates that we 25 continue to focus on improving our performance through MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
26 1 strengthening our individual programs, management and 2 oversight barriers. And those are the barriers weve 3 worked to strengthen to prevent events.
4 Next slide, please.
5 Within the area of Plant Operations, weve seen good 6 performance in the areas of Dose, Personnel Contamination 7 Events. Also Containment Health is in very good shape.
8 And also myself, Mark, and Kevin can attest to the health 9 of Containment because weve noted the Containment increase cleanliness 10 in the last month or so, because we personally inspected 11 Containment. So, we go out and look.
12 Weve inspected pressurizer the best we could; 13 popping the valves off of the pressurizer in RCS were 14 successful. And done Containment tours. And one of the 15 things that we found through the first set of tours were 16 taken, was weve taken contamination smears throughout 17 containment. Containment is as clean today as it was when 18 we started the plant up coming out of the outage.
19 So, were very pleased the state of Containment, 20 and the tightness of the Reactor Coolant System and how 21 clean weve been able to maintain that Containment Building 22 during the Operating cycle.
23 Also among work management, we still have a lot of 24 work to do on On-Line Work Management; however, we have 25 made some progress; for example, last week we had a 95 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
27 1 percent schedule adherence rate. So, were pleased with 2 some of the results were getting. Still a little rough 3 getting to that final good performance. And were working 4 on those processes and behaviors to help us be even more 5 successful in the area of Work Management.
6 MR. THOMAS: Barry, is 95 7 percent typical or is that a high point or?
8 MR. ALLEN: Scott, when we 9 first transitioned from the refuel outage, end of outage, 10 to the on-line process, we were averaging at about 65 11 percent. What were seeing is slow incremental steady 12 improvement, 90 to, I would say, 87 to 95 percent, is 13 probably what weve seen the last several times. 95 14 percent is about as high as we typically got.
15 MR. THOMAS: So, youre 16 confident its sustainable.
17 MR. ALLEN: Were confident 18 its sustainable. And also weve had to get some help to 19 track all the work as it goes through the Work Management 20 Process. So, we can see as work is planned, as its 21 reviewed, as parts are obtained, as the work groups walk 22 those jobs down, and then as theyre prepared to work, we 23 can see the status of those jobs as they move through that 24 work week, twelve-week process.
25 And, so, we think thats the key to being successful MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
28 1 earlier on and not having to work quite so hard at the end 2 to have good performance.
3 We continue to focus on site clock resets. Again, 4 thats a tool we utilize. Something happens, were not 5 pleased with that; its something we do consider. Again, 6 that does help us leverage that end, a greater learning for 7 the organization. And that attaches some significance from 8 a management prospectus to allow us to maximize our 9 opportunities learned from those occurrences.
10 Jack, we talked a little about preventative 11 maintenance back in the last meeting.
12 MR. THOMAS: Can we go back to 13 the site clock resets? How many this year?
14 MR. ALLEN: Ive got that. We 15 had five clock resets this year.
16 MR. THOMAS: Do you see any 17 common causes or trends that are common between each of 18 those events or are they fairly separated instances?
19 MR. ALLEN: If you look at it 20 on the surface, Scott -- the question is, do they appear 21 related or do they appear to be individually unique events?
22 MR. THOMAS: Or have common 23 causes. I understand each one is an individual event, but 24 are there common causes that contribute to each of those?
25 MR. ALLEN: Weve not seen MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
29 1 what I would say are common causes. One of the things that 2 we have observed, however, is that some of the events that 3 we would reclassify as a station is the site clock reset; 4 may be attributable to individual performance, on behalf of 5 an individual, attention to detail, something happened 6 during the individual performance of the task.
7 And so, like in the Operations area, for example, we 8 are backing it up. Were going to do a Collective 9 Significance Review of all those that dont appear to be 10 related, but we do want to do a Collective Significance on 11 those just to see if there are some common threads through 12 there.
13 So, we had the same question you have. And Kevin is 14 going to lead the effort, has already initiated an effort 15 to look at that in the Operations area, for example.
16 MR. GROBE: Im going to lose 17 some money here, because Scott bet me I couldnt go the 18 whole meeting without saying something.
19 But I know that you initiated a Condition Report on 20 July 6th to conduct a Collective Significance Review in 21 order to look for common causes. I would be interested in 22 comprehensive dialogue at the next meeting, particularly 23 focusing on alignment of the first supervisors with your 24 expectations and whats going on at the first line 25 supervisor level that allows these things to occur.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
30 1 MR. ALLEN: So, at the next 2 public meeting you would like us to have some comprehensive 3 dialogue particularly related to supervisors, back to the 4 July reset, and any other issues that we see related to the 5 collective significance.
6 MR. GROBE: Im not sure what 7 the feedback is.
8 Particularly on the July Condition Report, the 9 comprehensive assessment of five different, recent past 10 station clock resets.
11 MR. ALLEN: I look forward to 12 that discussion.
13 MR. GROBE: Okay.
14 MR. ALLEN: Anything else 15 before I discuss Preventative Maintenance Backlog?
16 MR. GROBE: No.
17 MR. ALLEN: We discussed that 18 briefly at the last meeting and did not have any data with 19 me at that meeting, so I just wanted to give you a little 20 update on Preventative Maintenance Backlog.
21 In May, when we had the last public meeting, we were 22 talking about PM Backlog. I would like to help everyone 23 understand what that is. Those are PMs that as the outage 24 extended we were not able to perform those preventative 25 maintenance tasks, equipment was not in service, not MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
31 1 available, couldnt be run.
2 So, as the outage extended, that created a backlog 3 of PM activities. A lot of those PM activities have been 4 worked off; however, a number of those PM activities we had 5 to take a look at when we would reschedule those out, when 6 is the proper window when we have the resources to perform 7 those PM activities.
8 So, that backlog was approximately 176 PMs, the last 9 time we spoke. We had 176 PMs that had been evaluated and 10 deferred and gone through our deferral process, and 11 targeted at a new home in the future.
12 The number of PMs in that category as we reported 13 last week in our weekly morning meeting was, had gone from 14 176 to 103, so were making progress there.
15 Jack, I believe you asked me how long we thought it 16 would take to work off that backlog. I had thought 17 probably running through the whole twelve-week process 18 would probably take us at least, say, three months or so.
19 We do have those targeted and laid out; and we would expect 20 that the 103 would be all worked off by the end of 21 November. We would expect to have that backlog worked 22 out.
23 MR. GROBE: Im sorry, I 24 missed that. Could you say that again, please?
25 MR. ALLEN: The current MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
32 1 projection for working off the 103 remaining PM activities 2 which had been evaluated and deferred, we have that now 3 targeted and scheduled to be completed the end of 4 November.
5 MR. THOMAS: So, the 103 are 6 deferred PMs. What is the total PM backlog? Do you have a 7 time frame that those may be completed?
8 MR. ALLEN: Scott, if you want 9 to talk about a PM backlog; you never get rid of your PMs, 10 all right, because if theyre not corrected or left to be 11 worked on later on, because as soon as I work on them, it 12 gets in my backlog again, because Im going to work on it 13 again in a year or six months. So, when theyre in the 14 cycle, theyre scheduled; its work. Its coming through 15 the Work Management Process, but its just workload, right, 16 its not backlog in a literal sense.
17 MR. THOMAS: So, you consider 18 your backlog as those PMs that have been deferred.
19 MR. ALLEN: Its that burden 20 of work that was pushed out by the delay in the restart 21 that just accumulated, because during the two years of the 22 outage, their due dates had come due, but that equipment 23 was not available to PM, to run, to put in service, all 24 those kinds of activities that you would do in a PM. So, 25 that amount of work then pushed out ahead of the refuel.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
33 1 Once we got to restart, and then we got our 2 twelve-week processes going, then we look to see when are 3 the functional equipment group weeks planned to take 4 systems, trains, components and other -- and take equipment 5 out of service. So, when is the right time to perform 6 those PMs? Thats what the schedule ought to be; 7 continuing to work that collection of PMs that were 8 evaluated and deferred off until that approaches.
9 So, once that work is gone, there is no PM backlog.
10 Its just normal PM routine activities at whatever period 11 theyre scheduled to be performed.
12 MR. RUTKOWSKI: Barry, have you 13 been able to keep up with the PMs or have you had to defer 14 others that have come due?
15 MR. ALLEN: Its a challenge 16 for the organization to keep up with the PMs. Most of the 17 Maintenance shops are working primarily preventative 18 maintenance tasks. So, its a significant resource load on 19 the shop.
20 On the FEN FIN team, the primary target is emergent 21 work, as you know, and those kinds of things to keep that 22 load off the shops, but we have been pretty successful on 23 working the PMs as theyre due coming in.
24 We have another population we track. Where theyre 25 scheduled within their normal grace period to work, but MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
34 1 theyre scheduled a little later in that grace period than 2 we would like and we have to watch that. So, if we had 3 some emergent plant issues, had the deferred resource to 4 emergent issues, we may have some PM come up that we cant 5 work in the schedule, and we may have to evaluate those and 6 retarget for the next train one or train two work week.
7 But, by and large, we have been pretty successful.
8 MR. RUTKOWSKI: And roughly how 9 many PMs do you do in a year?
10 MR. ALLEN: Roughly how many 11 PMs do I do in a year? In a typical week, and this is 12 just last week, so I dont want to put a lot of confidence 13 in the number; we scheduled 38 preventative maintenance 14 tasks last week. So, the 35 to 40 per week range is pretty 15 typical, is what we see. Marks math is approximately 2000 16 preventative maintenance activities.
17 MR. THOMAS: Do you have any 18 groups of preventative maintenance upcoming that would 19 challenge, be a significant challenge -- I should ask my 20 question better.
21 Is there any group of maintenance activities 22 upcoming in the next six months, twelve months, that will 23 significantly challenge you either to sheer numbers or 24 resources available to work them, challenge it from a 25 backlog perspective?
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
35 1 MR. ALLEN: Scott, I guess the 2 best way to answer your question is, since the last 3 meeting, the backlog weve gone from 176 to 103. So, we 4 see some significant effort being expended in improvement 5 to get that down to where its smaller and smaller and a 6 more manageable population. If it was five hundred 7 preventative maintenance activities, I would be more 8 concerned and feel more challenged, but when we get down to 9 a hundred, it should be hopefully less than a hundred this 10 weekend because of the progress, its getting down to a 11 smaller more manageable number.
12 MR. THOMAS: So, MOVs or AOVs 13 or breakers, that are done on a cyclic, every two years, 14 every three years, there is nothing upcoming that would 15 challenge you?
16 MR. ALLEN: Scott, not that 17 Im aware of. Although, laying them out there in November, 18 the intent of that is, like, lets say I have MOV testing 19 on a particular system. Well, when does that system plan 20 to have a scheduled maintenance window down the road?
21 Well, if thats in the second week of October, we plan to 22 take out that train of service for instance, then we take 23 this breaker work, whatever the work is, in that PM 24 backlog, and assign it, tag it to that functional equipment 25 group work week.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
36 1 So, you know, we dont, its not so much I have so 2 many MOV, motor operated valve PMs or I have so many recent 3 inspect, or clean and lube, as much as we just look at what 4 is the right way from a safety perspective, because we want 5 to work off the preventative maintenance tasks. The key is 6 to ensure whats the right time to perform the activity.
7 And, so, we need to look at our scheduling process 8 to lay out when would those system windows be, and we put 9 that work in the windows, and go plan that in accordance 10 with its -- how it is at that time.
11 MS. LIPA: Are you saying you 12 actually have all 103 of those scheduled, an actual date 13 when the system will be ready to do the plan?
14 MR. ALLEN: Yeah, I have, I 15 would be glad to share current with you, if you like. I 16 have a little older historical data than the projection 17 going out. But the work, the On-Line Work Management 18 Process is really intended to do that, to be looking out on 19 a twelve-week process.
20 And so, the start of that is today; what are we 21 going to work twelve weeks from now. And, of course, the 22 windows are laid out through the entire cycle so we know 23 what our windows are for the entire cycle. And, then the 24 twelve-week process comes and takes that and refines those 25 activities and makes sure we are thoroughly prepared to go MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
37 1 execute them by the time we get to that date twelve weeks 2 later to execute that task.
3 MR. RUTKOWSKI: Barry, am I 4 correct, I think this is correct, you do look at your 5 resources and manload your schedules?
6 MR. ALLEN: Yes, we do. The 7 maintenance disciplines, the folks that manage the craft 8 resources provide the information to the planning and 9 scheduling organization. Thats because the disciplines 10 know when they plan an outage, when folks have vacation; 11 they have all the resource information.
12 Then thats provided, and we go up to the 13 twelve-week process. You have to manage your resources 14 with the tasks that you have. So, we do manage that, 15 yeah.
16 MS. LIPA: Barry, can you 17 tell from our questions, the backlog is important to us.
18 And, it sounds like you were prepared today to talk about 19 preventative maintenance backlogs, but there is other 20 backlogs; I see on the next slide you talk about corrective 21 actions.
22 I was also looking at your commitment book for May; 23 Post Restart Cycle 14 commitments. And this is another 24 thing in my mind thats part of backlog. For operator 25 workarounds and for control room efficiencies, your own MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
38 1 performance indicators have shown those as red; January, 2 February, March, April, May.
3 So, I guess Im wondering what your focus is on 4 improving this backlog, if it is a backlog for workarounds 5 and deficiencies, kind of a hold-back on. And I dont know 6 how many details you have today. Perhaps this could be a 7 topic for the next meeting.
8 MR. ALLEN: Christine, well 9 be glad to go into that next time. An example, just maybe 10 a quick comment on operator workarounds, for instance.
11 There is a level one operator workarounds, which 12 are, really if you look across the industry, thats what 13 you really go to any station and see the progress of 14 operator workarounds.
15 And, we have no level one operator workarounds. So, 16 there is nothing in an abnormal event or emergency 17 operating procedure would require an operator to take 18 action. So, we have that magnitude. We do have some level 19 two operator workarounds, as we define them currently.
20 Substations define those as operator burden on those 21 things. Those are more routine tasks that operators will 22 perform just on daily rounds and those kinds of things.
23 But well be glad to provide you some more information.
24 MS. LIPA: Do you have any 25 more information on the control room deficiencies today, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
39 1 because thats been in the red month after month also?
2 MR. ALLEN: I dont know that 3 I have that with me, Christine.
4 MS. LIPA: Okay. Lets talk 5 about it next time. And, you know, assuming backlog and 6 backlog management, you know you need to prioritize whats 7 most important. Were just kind of looking at which ones 8 that were maybe left off on the side for awhile when youre 9 focusing on other things. As long as we understand what 10 youre doing on backlog, and how youre prioritizing, so we 11 can understand it.
12 MR. ALLEN: We do discuss, 13 internal things. Operators do talk about, here are the 14 control room deficiencies, and lets say control room and 15 those kinds of things. We do take those as a station and 16 we assign them a priority; okay. So, the priority is 17 assigned based on the significance of the issue to the 18 Operations Department.
19 So, if, for instance, its extremely significant, 20 well assign a high priority, which could be up to and 21 including working 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> a day on the clock. But each of 22 the issues get evaluated. Operations looks at them and 23 helps us on priority. And some of them, the significance 24 is not such that we need to resolve them today. They best 25 fit in that twelve-week process.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
40 1 Then we look, when is the right home; when is the 2 right time to perform an activity. Even though you may 3 identify something as control room deficient or operator 4 workaround, you still have to assess the safety 5 significance and assure that your plan is for the right 6 time to go work the activity, you know, in accordance with 7 training weeks and equipment outages and training outages.
8 MS. LIPA: Absolutely. And 9 then the initiative comes to mind, recently there was a 10 missed surveillance because of an instrument that was not 11 working properly in one of the back panels. Does that 12 sound right, Scott, one of the instruments was not working 13 properly?
14 I would hope that that instrument had been flagged 15 as either a workaround or deficiency or some kind of higher 16 priority maintenance since it was relied upon for 17 surveillance.
18 MR. ALLEN: And it was not 19 flagged earlier on. It is being worked this week. That 20 should be resolved tomorrow.
21 MS. LIPA: So, youre saying 22 that was initially not properly prioritized?
23 MR. ALLEN: Thats a question, 24 thats a question were asking ourselves. Its possible 25 that, its possible that we should have given it a higher MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
41 1 priority. That instrument not being available, you still 2 have computer ports points being available that give you the same 3 information.
4 So, the information is available to the operator 5 even if the indicator itself is not functioning, but thats 6 a challenge for Kevin and his Operations crew. And you got 7 to do this every so often; is my threshold at the right 8 place. Then, as you set your threshold and work these 9 systems off the list and you clear out, your operator 10 workarounds, deficiencies, and those kinds of things, you 11 need to look at driving that down to a lower threshold and 12 just keep working through that process. So, its a good 13 question.
14 Kevin did ask the work on that be completed, and we 15 do have plans in place to complete that this week.
16 MS. LIPA: Thank you, Barry.
17 MR. GROBE: Just a question or 18 two. With respect to surveillance tests, do you manage to 19 get those, is it your management goal to accomplish 20 surveillance tests on the due date or before the end of the 21 grace period?
22 MR. ALLEN: We target 23 surveillances on the due date. Preventative maintenance 24 tests, Jack, again, we look at the latitude we have there, 25 but surveillances, like if its a weekly surveillance, what MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
42 1 we want to do is perform it the same time every week.
2 Okay. We just want to hit the date, and look at that. So, 3 its not our desire to use up that extra grace period and 4 extend surveillances through the grace period.
5 MR. GROBE: From a 6 preventative maintenance perspective, you manage to the 7 grace period?
8 MR. ALLEN: From a 9 preventative maintenance perspective, we target the date.
10 So, if something is due 6 months from now, what well do is 11 go out and tell the organization well work it 6 months 12 from now. Its possible it may move up two or three weeks; 13 it may move out two or three weeks depending on what the 14 right time to perform that activity is and/or depending on 15 enough resources available to balance the workload between 16 the work weeks.
17 So, preventative maintenance tasks; look at the due 18 date, and use proper flexibility to move it around. We 19 would prefer on preventative maintenance tasks, even if you 20 look at the additional 25 percent grace period, we would 21 prefer to schedule with only using say half or 60 percent 22 of that, even if we schedule a passed. We dont want to be 23 scheduling extremely late in the grace period. We want to 24 stay closer to the mid point of that grace period to be 25 sure we dont get into issues of not being able to complete MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
43 1 preventative maintenance tasks.
2 MR. GROBE: I understand the 3 preventative maintenance tasks as far as the periodicity of 4 them is not a requirement, as the surveillance tests. But, 5 do you have some sort of a metrix on your expectation of 6 how many preventative maintenance tasks are conducted in 7 grace period and how many are conducted beyond that?
8 MR. ALLEN: We track that. We 9 do track the preventative maintenance tasks that are 10 completed in grace period. And, again, Ive got that 11 information. Ill be happy to share that with you.
12 Its our expectation that a lot of PMs are going to 13 be performed within that grace period, just depending on 14 how it falls out. Right now our real focus is, two items 15 in the PM work. Those were deferred. We talked about 16 that.
17 And were also monitoring a handful of PMs, 70 18 something, I believe, that are scheduled late in their 19 grace period. We want to get those, because those have the 20 greatest threat in not completing, in case emergent issues 21 or parts issues or other things.
22 So, what we want is, get rid of those two piles of 23 preventative maintenance tasks, work those off. Schedule 24 close to the due date, so that we dont get into issues 25 with having those.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
44 1 MR. GROBE: I do have the 2 date, you did share, at least as of May. And what that 3 data shows is that the deferred past the late date is on a 4 study decline, but the preventative maintenance use of the 5 grace period is essentially flat, and its flat at ten 6 times your weekly work rate. You work off about 40 PMs a 7 week, and your grace period is about 400. That doesnt 8 seem to me to be a healthy situation. There are risks of 9 not being able to accomplish work activities during the 10 past -- of the deferred past activity.
11 But, I think, to follow up a little on Scotts 12 question earlier, its my understanding, I believe, that by 13 the end of August youre going to have identified the 14 first line supervisors as well as the size of the various 15 organizations, and some of it bigger and some of it 16 smaller, which we understand.
17 I think it would be healthy to have you give us your 18 perceptions on discipline, routine work, and deferred -- or 19 excuse me, backlog work, where you see discipline 20 challenges; electrical engineering, structural engineering, 21 mechanical engineering, electrical shop, mechanical shop; 22 wherever you see challenges to your organization. I would 23 be interested in that, and what youre doing with that.
24 MR. ALLEN: Got that, I 25 understand.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
45 1 Next slide.
2 Okay, within Engineering, were making progress on 3 your Corrective Action backlog. Just to share a few 4 numbers with you.
5 Once a week we do generate a matrix of what open 6 items we have in the departments to be working on. So, we 7 track, we look at our backlog, a whole list of the work.
8 Were probably as concerned about tracking a backlog and 9 understanding it as we can be.
10 So, if you look at the rest, the Engineering 11 corrective backlog. Ill go back to May 23rd. We had 12 about a little over 2700 open corrective actions, 2742 to 13 be exact. As of last week, we had reduced that by 212.
14 Now were at 2500.
15 So, what were seeing, for instance, our Corrective 16 Action backlog has steady improvement, steady working at it 17 with a trend in the right direction.
18 Condition Reports also trended down about 103 19 decrease over that same period. So, were seeing 20 progress. We have resources targeted to backlogs. We are 21 seeing improvement in that Corrective Action backlog, so 22 were pleased Maintenance has been able to do that.
23 MR. HOPKINS: Let me just ask, 24 Barry, it seems a little inconsistent -- jump down a slide, 25 and your opportunities for improvement where it says, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
46 1 backlog reduction effort, based on what you just said.
2 MR. ALLEN: Just give us, 3 again, we think were seeing some progress, Jon. Well 4 talk about it a little more. That doesnt mean that were 5 necessarily satisfied or achieved the overall results we 6 hope to achieve.
7 MR. HOPKINS: Ill let you go 8 through the slide.
9 MR. ALLEN: Okay, thank you.
10 Training, engineering has expended some pretty good 11 areas in training of their Design Control, 12 Configuration Management Control. Feedback from the 13 interior management and engineers who participated in that 14 training has been extremely positive from all the feedback 15 Ive received.
16 Fuel Reliability. We have good fuel. Monitor that 17 on a daily basis. Pleased with that. We had good fuel 18 performance and we look for that to continue.
19 And we already discussed the Design Modification and 20 50.59 Evaluation. I think we had a good inspection there.
21 We had three issues to work on with you, but pleased 22 overall with those results from that team. That was a 23 pretty strong team.
24 MR. HOPKINS: So, let me cover 25 fuel reliability. So, thats up there because youve MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
47 1 experienced no leak in the fuel so far?
2 MR. ALLEN: Thats correct.
3 MR. HOPKINS: And so, if you 4 look at like the core operating limitations report, your 5 measurements of fuel performance have been good. With 6 respect to that, is that what thats trying to show?
7 MR. ALLEN: Fuel performance 8 has been good as expected. We see no leakage in the fuel.
9 So, thus far, were very pleased with fuel performance.
10 MR. HOPKINS: Okay.
11 MS. LIPA: Are you still on 12 this slide? Are you in the middle of your slide?
13 Before you move on, let me ask my question so I 14 dont miss it. Do you have a qualified system engineer for 15 each of the maintenance rule systems?
16 MR. ALLEN: Each is a pretty 17 inclusive word. I have to check.
18 MR. BEZILLA: Jim, can you help 19 us out?
20 MR. POWERS: I dont know the 21 specific answer to that today on a system by system basis, 22 but I know we made big strides in getting our system 23 Engineers qualified over the past first half of this year, 24 made great strides on it. So, I would have to get back to 25 you on specifics on that, whether we have one or each MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
48 1 maintenance rule systems.
2 There is approximately, I think its 30, 34 3 approximately, maintenance rule systems. So I need to go 4 down that list.
5 MS. LIPA: Well, the reason I 6 ask, is I know we talked about this in December; we had a 7 public meeting in December. We talked about qualified 8 engineers, and you had taken some short term actions at 9 that point.
10 MR. POWERS: Thats right.
11 MS. LIPA: And I know you had 12 a longer term action to make sure youve got more qualified 13 system engineers.
14 MR. POWERS: Right.
15 MS. LIPA: So, yeah, we could 16 even talk about this at the next meeting or get back to me 17 or maybe both would be better since we brought this topic 18 up at the table; lets talk about this next month too.
19 MR. POWERS: One of the actions 20 that we did do is to ensure that each one of the system 21 engineers had a qualified mentor, an engineer for each one 22 of those engineers who were not qualified at that point.
23 So, we took that action, plus we completed training for the 24 vast majority of those engineers.
25 MS. LIPA: Okay, thank you, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
49 1 Jim.
2 MR. ALLEN: Thank you, Jim.
3 Thank you, Christine.
4 Well continue to focus on the backlog reduction 5 effort. Although weve made some progress, talked about 6 that, we still have a lot of work on our plate, so weve 7 got to maintain a focus on work improvement of the entire 8 backlog. So, that just has to be an area of focus for us.
9 We have to maintain progress. Were making 10 progress. Were headed in the right direction. Trends are 11 pretty good. And were pretty pleased with the progress, 12 the trend weve got, but we have just a lot of work today.
13 For example, in system reviews, and thats where we 14 get a group of engineers together and look at our backlog 15 of the system by system, so we can do it for higher risk 16 systems; give us an opportunity to work through our backlog 17 from that perspective.
18 We started off with very good results, pretty 19 aggressive, got some things rolling. Now were kind of in 20 the summertime vacations, folks are off doing other 21 things. So, we kind of plateaued flat a little bit, and 22 now were going to reinvigorate that process and continue 23 to make more rapid improvement there. So, good results, 24 but well just have to reinvigorate and stay focused on 25 execution.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
50 1 MR. GROBE: Barry, before you 2 go on to the next slide, have you resource loaded the 3 Engineering Corrective Action backlog?
4 MR. ALLEN: Jack, Engineering 5 does have, and Im not into those, they do have some 6 software that they utilize to lay out their resources. And 7 its not just, its to look at their entire backlog. So, 8 we do try to manage that and schedule that and resource 9 load the Engineering workload the best we can. Some groups 10 you have to have more allowance for emergent work and 11 emergent issues, that kind of thing, so thats going to 12 vary somewhat throughout the organization.
13 MR. GROBE: One of the 14 tendencies, and I suspect this is the case also with 15 Engineering, there is certain Corrective Actions that are 16 easy to accomplish and some are more complex. Youve cut 17 roughly ten percent of the Corrective Action backlog in the 18 past. I cant remember what the period of time is, but I 19 would be interested in your perceptions next month.
20 We talked earlier about resources, those things on 21 routine backlog. I would like to understand that 22 comprehensively and where you see the rough.
23 I recall that FirstEnergy committed 20 million 24 dollars over this operating cycle; ten million per year for 25 backlog reduction. And I think youve divided that up MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
51 1 between Maintenance, Engineering and Organization 2 Operation. I would like to understand if thats enough to 3 accomplish the backlog or whether or not there is some 4 binds in the organization.
5 Obviously, the focus on the backlog; we did a very 6 thorough review as, prior to restart and from a safety 7 prospective. We did not find any risk significant 8 individual items or synergisms between items.
9 The key here is being able to get this work 10 completed and still maintain your strong operation of 11 safety and not have a distraction. Thats why we focus on 12 resource questions. Not so much with the perception on 13 backlog, making sure it doesnt completely hurt the 14 organization such as focus involved of operation safety.
15 MR. BEZILLA: Jack, youll see a 16 little bit later in Barrys presentation, were focused on 17 those things that we believe are risk significant or pose 18 the most risk to us.
19 And, as a result of that, some of our timeliness, 20 that were not as timely because we have some more items 21 that their low significant and low risk. And theyre there 22 and well get to them, but probably not until like next 23 year or near the end of next year.
24 And, weve chosen, said thats okay, because theyre 25 low significance. Were going to work on the more MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
52 1 significant ones; whether theyre new ones or whether 2 theyre older ones. And youll hear a little more about 3 that in Barrys presentation.
4 Were not out there just picking the cherries.
5 Were out there working what we believe are the risk 6 significant items. Okay?
7 MR. ALLEN: Jack, from a risk 8 significant perspective, the system reviews, when we get 9 those teams together, they look at a system or go through 10 all the open action items. What weve seen typically come 11 out of those is, out of all those open items in the system, 12 we started with Aux. feedwater. Approximately 68 percent 13 of those items got resolved through that process. So, we 14 got a good effort.
15 So, that ten percent, what you see overall, that 16 might be what we resolved 70 percent of the issues that 17 were in that system, such as Aux. feedwater. So, just some 18 anecdotal evidence to share.
19 MR. GROBE: Okay.
20 MR. ALLEN: Next slide, 21 please.
22 The area of Corrective Action Program. Once again, 23 we talked a little about this. We are seeing progress on 24 reductions since mid May. As to last week, number of 25 Condition Reports reduced by approximately 829. And MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
53 1 Corrective Actions reduction about 162 during that same 2 time frame.
3 So, were making progress, trending the right 4 direction, and continued focus is on effectiveness and 5 assuring we target ourselves most effectively on the issues 6 that have the most safety significance.
7 Mark pretty much addressed timeliness. Were not 8 just starting to work on the oldest issues in the backlog, 9 were working at what is truly most significant. And 10 timeliness, where we track ages of our actions, timeliness 11 on the indicators, will show its an issue for us, but 12 thats somewhat because we think were right based on the 13 significance more than time.
14 MR. THOMAS: When we talk about 15 Corrective Action Program, what would you say is the 16 percentage of issues that are upgraded to management 17 discussion of the issue, like the originator of past 18 condition reports is one classification; how many have you 19 upgraded with that?
20 MR. BEZILLA: Scott, we have an 21 indicator on that. If my memory served, I dont have that 22 in front of me, I didnt bring it with me, but I think 23 its less than ten percent that we upgraded based on our 24 supervisors initial cut and level of threshold. I believe 25 that Condition Report showed the attention it should MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
54 1 receive; I think its a little less than 10 percent.
2 MR. THOMAS: I guess the fair 3 follow-up question would be how many are downgraded?
4 MR. ALLEN: Just from 5 discussions in the board when we review Condition Reports, 6 I think its probably pretty similar, probably pretty 7 similar numbers, Scott, less than ten percent.
8 MR. THOMAS: All right.
9 MR. ALLEN: Next slide, 10 please.
11 MR. THOMAS: Let me ask one 12 more question. Are you comfortable with your staffs level 13 of focus or their ability to correctly classify issues that 14 theyre placing in the Corrective Action system?
15 MR. ALLEN: Scott, I believe 16 what we see is our people typically do a pretty solid, 17 pretty good job by suggesting a classification. I dont 18 think that gets changed terribly frequently. I think we do 19 a pretty good job with that.
20 MR. THOMAS: Okay.
21 MR. ALLEN: They seem to be 22 pretty consistent, probably over 90 percent of being 23 successful with the originator and supervisor suggesting a 24 classification.
25 MR. THOMAS: Okay.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
55 1 MR. BEZILLA: Typically, Scott, 2 we have anywhere from Ill say 30 to 40 Condition Reports 3 come through each morning. And we may change a 4 classification on two to four of those on any given day.
5 So, they do pretty good.
6 Well provide them feedback to let them know that it 7 was changed one way or another, if we make a change to it.
8 So, we get back to the originator and give them back to the 9 supervisor.
10 MR. THOMAS: Okay.
11 MR. ALLEN: Okay. In the area 12 of Safety Culture, maintain our commitment to continuous 13 improvement. So, thats our focus on backlogs, 14 self-identification rate, Condition Reports, PM backlogs 15 restarted. And we have a plant health committee we have 16 invigorated and got going, that Mr. Ostrowski chairs.
17 Within Safety Culture, we continue to focus on 18 individual commitment area, so site clock resets. Again, 19 we looked at those individually. We now look at those 20 collectively from a collective significance standpoint.
21 We have a tremendous amount of Corrective Action 22 Program data. Were working hard to ensure we develop 23 appropriate insights on the Corrective Action Program. We 24 believe were improving there.
25 And in June, Safety Culture Self-Assessment. I know MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
56 1 Jack has started doing internal self-assessments on a 2 monthly basis. Well talk about the fact, and those may 3 vary somewhat, pretty tight snapshot, but in June, we did 4 rate ourselves critically in a couple of areas.
5 One was due to the individual misstepping and 6 falling, which I discussed earlier. Did not feel good 7 about that as a station, but the fact the assessment was 8 not too long after that, so we didnt feel like we had good 9 positive performance in that area.
10 Also, we had some Apparent Cause Evaluations that 11 were performed prior to developing Apparent Cause Training, 12 and changing the strategy of the Corrective Action Review 13 Board and bringing some of those older apparent causes 14 through. They did not meet the current muster and the 15 board said they werent happy that we didnt recognize that 16 when we ran them through; and assessed ourselves critically 17 in that area.
18 So, overall, we assessed ourselves as stable and 19 improving. We tend to go ahead and do at least one more 20 monthly review in July. And then well take a look and see 21 whether we should be doing that on quarterly basis, 22 because one of the things we want to see is that monthly 23 look does not provide one time or enough data to really do 24 a real thorough assessment of that area.
25 So, still doing monthly. Again, pretty erratic.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
57 1 Once you decide on any given day is close to whats 2 happened in the last few days, and you dont have much of a 3 time frame, Safety Culture is a pretty broad area. So, 4 were not sure were getting what we hoped to get out of 5 the monthly assessments. We may look in the line of the 6 Fleet Standard, which is performance on a quarterly basis.
7 MS. LIPA: Barry, on the 8 business practice, there is, I was trying to understand 9 what the commitment was in the Cycle 14 Plan versus this 10 tracking tool.
11 This tracking tool talks about an annual assessment 12 of Safety Culture using the business practice.
13 MR. ALLEN: Correct.
14 MS. LIPA: The commitment on 15 the docket talks about assessing culture using the business 16 practice being due by December 2005.
17 MR. ALLEN: Thats correct.
18 MS. LIPA: So, which one is 19 it?
20 MR. BEZILLA: Christine, were 21 going to do annual assessments, right, in accordance with 22 the business practice, which is where you take additional 23 data and additional criteria, right, and take it over a 24 one-year snapshot. Well do one this year and well also 25 do another one at the end of next year.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
58 1 And then the monthly one, we wanted to do it on a 2 monthly basis to see how we were doing; and we talked about 3 that today in the Senior Leadership Team Meeting. When we 4 did the April one, it was from November to April; we felt 5 pretty good about that one. There had been, enough time 6 had passed that we could say, okay, heres where we were.
7 Heres where we are today. We did one in May. We did one 8 in June. Were going to do another one in July.
9 You dont get the same feeling, because you only got 10 like 30 some days between the snapshots. And monthly is 11 probably too frequently. Quarterly is okay, but quarterly 12 is probably a quick check. The annual one is more 13 detailed.
14 So, were going to do it on an annual basis in 15 accordance with our program. We think the commitment was 16 to do it by 2005. Well have met that also.
17 MS. LIPA: Thats why Im 18 asking, because the printed commitments just say perform 19 it, and then they give a completion of fourth quarter 2005, 20 but we were under the impression that is an annual 21 assessment.
22 MR. BEZILLA: It is. Just 23 another piece of info; were trying to adjust its timing, 24 so we do our annual assessment and then well do our 25 independent outside assessment and well be able to compare MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
59 1 the results and see how we did.
2 MR. GROBE: I had discussed 3 this conflict between the documents last month with Clark 4 and got the same answer. I thought that the Segment 14 was 5 going to be revised with your next meeting, which I think 6 is fairly recent.
7 MS. LIPA: June 23rd is the 8 last revision.
9 MR. GROBE: Cycle 14 Plan 10 doesnt capture your commitment. It says Safety Culture 11 Assessment is going to be done in two years. Its not due 12 until December, or fourth quarter of 05. I think thats a 13 typo. So, you might just capture that in your next 14 update.
15 MR. BEZILLA: Ill follow-up 16 with Clark.
17 MR. GROBE: Okay. Im a 18 little curious as to whats driving your focus.
19 On June 15th, you did your Internal Monthly Safety 20 Culture Assessment and identified contrasts in rigorous 21 work control and nuclear professionalism. And that was, I 22 think if I read your documents correctly, it was driven by 23 kind of a continuing low level number of human errors, 24 rather the focus wasnt correct. Is that?
25 MR. ALLEN: We have a slide, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
60 1 if you dont mind, Jack.
2 MR. GROBE: Im sorry, am I 3 getting ahead?
4 MR. ALLEN: This was the May 5 assessment we performed. As you can see, we have in our 6 Safety Culture models, we have three primary elements; 7 individual, plant management, and corporate level; and each 8 of those have some subsections under them that feed up to 9 that.
10 And the May assessment, again, this was on 30 days 11 run time; most everything was stable, maybe a little 12 improving, thats kind of what we got on the month.
13 If you go to the next slide, it will actually show 14 the June assessment that you were referring to, Jack.
15 MR. GROBE: Yes.
16 MR. ALLEN: If you look under 17 the individual commitment area up in the upper right-hand 18 corner, youll see that there are two of the arrows which 19 are at slight angle fronts. One is the third one down, 20 Rigorous Work Control and Prudent Approach; and the fifth 21 one down, which is Nuclear Professionalism.
22 And the feeders to those, the Rigorous Work Control, 23 Prudent Approach was the misstep, that was the individual 24 that slipped in the plant and fell. And then the Nuclear 25 Professionalism, that really was the five apparent causes MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
61 1 that we sent to the Corrective Action Review Board to 2 review, without recognizing we should have scrubbed the new 3 standards before we sent them.
4 And so we felt like CARB exhibited good standards.
5 They did what they should, but we probably should have 6 recognized that those needed to be updated in current 7 standards before the review. Even though CARB looked at 8 them. They said, gee, at todays threshold, these would 9 not even be apparent causes, we dont believe. I still 10 felt like we should have recognize that.
11 MR. GROBE: Thank you for 12 catching up with me. I apologize for getting ahead.
13 June 15th, you did an internal assessment when you 14 documented the Condition Reports, the declining trend in 15 the Individual Commitment area; and that was based on a 16 series of issues that occurred over a period of time.
17 Then on July 6th, when another Human Performance 18 error occurred, and this had to do with, I believe it was 19 testing, the channel check on the RPS flow surveillance.
20 That occurred three or four, three weeks after your 21 Condition Reports were initiated based on your Safety 22 Culture Review. And, at that point, you concluded that you 23 needed a Collective Significance Review.
24 I was wondering, what was driving, there wasnt a 25 whole lot of official information on July 6th when you MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
62 1 initiated the Collective Significance Review. What did you 2 initiate as the result of the June 15th Condition Report 3 that was assigned to the Vice Presidents office on the 4 declining trend?
5 Do you understand my question? Whats driving the 6 human performance improvements? You identified the 7 problem on June 15 with a Condition Report. Another event 8 occurred on July 6th. Then you decided on a Collective 9 Significance Review, wrote another Condition Report. Seems 10 like there is a lot of Condition Reports, I guess.
11 Im trying to figure out whats driving your 12 improvements, this monthly review thats conducted, or does 13 it take more events after the monthly review is completed 14 for trends to identify to get things going?
15 MR. ALLEN: If I understand, 16 Im not sure I understand all your question, Jack, Ill 17 try to attempt it. If I dont cover it, please come back 18 and ask me a more defining question.
19 Our Corrective Action Program typically drives what 20 were doing work on across the board. So, something 21 occurs, write a Condition Report. Something else occurs, 22 write a Condition Report.
23 If I have several of those, I say, gee, I would like 24 to look across the board and see if there is something 25 there thats common to all those, that appear to be MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
63 1 discreet issues, but I would like to see if there is 2 something in common.
3 I will look at those from a collective significance 4 standpoint, and we would write a Condition Report to either 5 drive that or capture those results, but we use that 6 Corrective Action Program to keep feeding it into that 7 program, because its common, its accessible, people are 8 comfortable using it. It has great track and trend for us 9 to help spot those issues.
10 At the same time, any time we have the Leadership 11 Team get together to perform any exercise, whether its 12 just a collegial discussion on any topic or we do a review 13 of information just to have discussions; if during that 14 discussion we feel like there may be something as a 15 leadership team, say, gee, Im not sure we looked at that 16 from that perspective. Lets write, well initiate a 17 Condition Report then and go look at that.
18 So Condition Reports may be initiated, you know, 19 based on several different perspectives. See, I thought 20 you were asking what would drive that. I guess what Im 21 trying to say is many, many different inputs could cause 22 you to initiate a Condition Report, to go evaluate any 23 condition or trend or collective significance assessment.
24 MR. GROBE: I guess my 25 question is, you talk about and I fully understood the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
64 1 focus of reducing the frequency of these Safety Culture 2 Reviews. Its kind of hard to get a picture on the 30-days 3 data. On your June 15 Safety Culture Review, you 4 identified a decline in trend.
5 In my mind, that sets off buzzers that something is 6 not expected to go; and based on the data, I understand why 7 you identified that declining trend. Yet it took another 8 issue to happen on the 6th of July or the 4th of July, to 9 generate a collective significance review of why this 10 repetitive human performance errors were occurring.
11 What was the priority that you placed on the results 12 of the Safety Culture Review in June that identified this 13 declining trend? What actions were taken following that 14 identification of the declining trend in performance?
15 MR. BEZILLA: Jack, let me try 16 to answer that. On June 15th, we had our Safety Culture 17 Assessment. We had two areas that we said were declining 18 or had less desirable performance. So, that overall gave 19 us a decline in Individual Commitment area.
20 For a program we wrote a Condition Report that said, 21 hey, in our assessment we saw two declines, we had an 22 overall decline. We wrote that. As Barry said, that was 23 due to the misstep, clock reset, and it was due to the five 24 apparent causes that were not up to snuff, wouldnt stand 25 alone is what the issue was with those five apparent MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
65 1 causes. So, we wrote the Condition Report.
2 If you look at those collectively, it doesnt look 3 like a tie. Okay. Three weeks later we have a human 4 performance error, right, where we had this tech spec, we 5 said we had a person misstep, right. We also had people 6 not put this plug back in and allowed this step to occur.
7 Now, we had a tech spec issue.
8 We said, hey, are there more performance issues?
9 Kevin actually looked at that and said, hey, Im going to 10 generate a Collective Significance Report and were going 11 to look at those and roll those together.
12 Kevin will talk about those more in his 13 presentation, so well finish it more with some of the 14 presentation, if thats okay. So, well have that 15 Collective Significance Review.
16 The other thing we did, Jack, is we dealt with those 17 specific individual issues, okay, and then we also had in 18 the works a new Human Performance Program from a FENOC 19 standpoint, which were looking at rolling out this fall.
20 Again, Kevin is going to talk about that.
21 So, we took some immediate actions on the 22 individual items. We know we have this Human Performance 23 Program thats just about ready to roll out. We saw that 24 as another tool on reviews to help overall human 25 performance. We also took and focused our management MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
66 1 observations on those critical activities, things we wanted 2 to make sure went flawlessly, didnt have any issues.
3 So, those are some of the things we did. It took a 4 second, Ill say, personnel event after the CR that we 5 wrote the Safety Culture. In the initial Safety Culture, 6 we didnt see a link between the two things that caused us 7 to write that CR.
8 I dont know if that answers your question, but that 9 was the process.
10 MR. GROBE: It does answer my 11 question, and in fact, I think you just made a good 12 argument for the fact that you may be doing these Safety 13 Culture Assessments too frequently, that you did not see 14 the trend. If youre going to do them monthly, maybe it 15 needs to be a rolling three or six month assessment.
16 MR. BEZILLA: Thats correct.
17 MR. GROBE: Maybe, had you 18 done that, had a rolling six month assessment every month, 19 you would have picked up this trend before the July 6th 20 event and not had to wait for another event to initiate the 21 Collective Significance Report.
22 MR. BEZILLA: Youve come to the 23 conclusion that weve come to, right, more is probably 24 better.
25 MR. GROBE: I just offered a MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
67 1 different option, that was a monthly rolling six month 2 assessment. You might want to think about, but you folks 3 need to figure out whats best for your organization and 4 let us know what you think.
5 MR. BEZILLA: Okay.
6 MR. ALLEN: Next slide, 7 please.
8 In the area of Independent Assessments that we have 9 here, is our current schedule for the four assessments that 10 we have for the year, in reference to the Confirmatory 11 Order.
12 Operations Performance is the first one, which the 13 schedule begins the week of August 16th. Some high level 14 details on the Operations Performance Assessment divided 15 down below. Of course, we provided that information to 16 you.
17 Corrective Action Program, Engineering Program, 18 Organizational Safety Culture Inspections well follow-up 19 with.
20 And if there is no other questions, Ill turn the 21 presentation back to Mark.
22 MS. LIPA: Well, I was 23 thinking this would be a good time for a break, if its all 24 right. Ten minutes. Its 8:00 sharp. 8:10, well 25 resume.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
68 1 (Off the record.)
2 MS. LIPA: Okay. Go ahead.
3 MR. BEZILLA: Okay, thanks, 4 Christine.
5 Now I would like to provide some insights from some 6 additional assessments conducted since the last public 7 meeting.
8 Next slide.
9 First, the National Board of Boiler and Pressure 10 Vessel Inspectors Review, and Barry briefly talked about 11 this, and Ill be brief.
12 During the week of May 17th, we had inspectors from 13 the National Board review our American Society of 14 Mechanical Engineers, ASME, Quality Assurance Program for 15 renewal of our nuclear repair capabilities and issuance of 16 our repair capabilities, and that would be nonnuclear 17 equipment. We were successful and received our NR and our 18 R stamps or certificates of authorization in June.
19 And Ill say, this is a measure of maintenance 20 capability. We feel good that we have both the NR, which 21 is nuclear repair and the R which is nonnuclear repair 22 authorizations. What that means is we can do maintenance 23 on vessels, on manways, or on equipment, so we feel pretty 24 good about it.
25 MS. LIPA: Whats the renewal MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
69 1 frequency for that, Mark?
2 MR. BEZILLA: Periodic, 3 Christine, I dont know how many year period it is before 4 they review.
5 EARL: Peer review 6 frequency is three years, Christine.
7 MS. LIPA: Three years?
8 EARL: Three years; 9 thats correct.
10 MS. LIPA: Thank you.
11 MR. BEZILLA: Thank you, Earl.
12 Earl is involved in the efforts. Thank you.
13 Next slide, please.
14 Now let me talk about our Integrated Emergency Plan 15 for that drill that we conducted. We conducted this drill 16 on May the 20th. It was observed by the Residents and by 17 county officials. It was a successful drill.
18 And the part I liked was we got twelve new emergency 19 response organization members. So, Barry was one of the 20 graduates, and hes now qualified to be an Emergency 21 Response Organization member.
22 Next slide, please.
23 The next item I would like to briefly talk about are 24 our Collective Significance Self-Assessments conducted in 25 May. Collective Significant Self-Assessment is an MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
70 1 assessment where we look at Condition Reports, Quality 2 Assurance Assessments, NRC Inspection Reports, Assist Visit 3 Reports, and other documents and tools. We look at them in 4 total.
5 These assessments are designed to take a collective 6 look using various other assessment documents to see if 7 there is some collective issue that may not already be 8 being addressed. This was our first Davis-Besse use of 9 this tool. What I did was I subsequently had each of the 10 managers report out at a Senior Leadership Team Meeting; 11 their conclusions of their assessments.
12 Some of the sections did a pretty good job. Some of 13 the sections need some work on their collective 14 assessments. In each case we provided feedback. And in 15 some cases, like there was additional work required, it 16 might be a revision to the Collective Significance 17 Assessment; might have been the issuance of some Condition 18 Reports based on a theme that we saw.
19 Next slide, please.
20 MR. GROBE: Mark, before you 21 go on, just give me a little more detail of what you mean 22 "need some work." Were they not sufficiently 23 self-critical?
24 MR. BEZILLA: Jack, yes. What 25 we did was when we brought them in, we had their peers MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
71 1 there, the managers would go through and say, heres the 2 stuff I looked at, heres some strengths, heres some 3 noteworthy items, heres some area of weakness. Then we 4 challenge that manager; and in a couple of cases the 5 manager said, hmm, I need to go back and take a little more 6 look, a little more detailed look.
7 Like I said, some did a real good job, some needed 8 improvements. Okay?
9 MR. THOMAS: Mark, did you say 10 what periodicity these assessment were?
11 MR. BEZILLA: These are twice a 12 year, Scott, semi-annual.
13 MR. GROBE: Its 14 Self-Assessment, Quality Assurance Assessment, all of these 15 are very important; and contributed significantly to the 16 situation of the performance decline prior to March of 17 2002; contributed to your failure to understand and 18 recognize.
19 I think you share this concern. Its very important 20 that you dont have a mile-wide, quarter-inch deep 21 self-assessment effort. Youre doing a lot of 22 self-assessment, and the effectiveness isnt the volume, 23 its the quality. And our concern at this point is that 24 you may not have the volume and quality adjusted properly 25 in your symphony of self-assessments. Boy, were getting a MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
72 1 little melodic here; arent we?
2 But we had a similar observation. We attended a 3 number of these Corrective Significance Meetings, and felt 4 that some of them werent sufficient and self-critical.
5 Im glad youre sensitive to that. The independent 6 assessments, one of the focus of those that were required 7 by the order is intended to evaluate your effectiveness in 8 this particular area, your ability to find and fix your own 9 problems.
10 So, its absolutely paramount that the work gets 11 done right first and also if there is problems in the 12 organization where things arent consistent with your 13 expectations, that your line assessments, your 14 self-assessments, as well as your independent assessments, 15 Quality Assurance, Corporate Nuclear Review Board, ferret 16 those out in the service.
17 Thanks.
18 MR. BEZILLA: Thank you, Jack.
19 Some of the common -- let me continue. Some of the 20 common themes noted were in the positives that the Fleet 21 Procedures and Guidelines were noted, as Ill say, making 22 things better. And it was making it easier for the various 23 sites, Ill say, to work together and/or to help each 24 other. If I would travel to Beaver Valley, my job would be 25 better because I had a common process and knew how to do MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
73 1 the job over there also. So, that was one of the positives 2 we saw.
3 The Observation Program is a good tool and provides 4 invaluable insights on those areas requiring management 5 focus. We get like a monthly report out of that. We use 6 that to focus our management observations.
7 Corrective Action Program is being rigorously used.
8 We have a very low threshold in a high volume system.
9 And that Dose Control and focus on Personnel 10 Contamination event-free days is causing improvement in 11 those areas. So, those were some of the positive common 12 themes.
13 Additionally, some common themes in areas of 14 continued focus and improvement were Backlog Reduction.
15 Weve already had a lot of discussion on that. We are 16 making progress if this area continues to require 17 management attention.
18 Work Order Quality can be improved. This is, Ill 19 say, fleet-wide focus item for us and that requires 20 management attention.
21 Emergent issues can impact planned work. Weve got 22 to manage that appropriately. Thats not new, but that was 23 a common theme that the managers talk about.
24 Then, finally, that we could improve in the Conduct 25 of Training, and that included preparation, delivery, and MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
74 1 effectiveness, and that additionally requires management 2 attention.
3 And as an example in that area, we now have daily 4 management observations on targeted training activities to 5 provide critical feedback to the instructors, to the 6 students, and to management.
7 MR. HOPKINS: One last question 8 there, Mark. Maybe I missed this, but back to the fleet 9 engineering concept in your corporate organization, back to 10 that Operations Support; is there going to be a training 11 person in the area of your Operations Support to help with 12 this?
13 MR. BEZILLA: Yeah, Jon, in 14 regard to the fleet support, the Organizational Development 15 Director is chartered with Training, Human Performance 16 Improvements, those type of activities. Thats a direct 17 report to Gary Leidich.
18 MR. HOPKINS: Okay.
19 MR. BEZILLA: Thats got 20 additional focus beyond the Program Manager.
21 MR. HOPKINS: Okay. So, you can 22 get help from corporate besides just --
23 MR. BEZILLA: Absolutely.
24 MR. HOPKINS: All right.
25 MR. THOMAS: One of your good MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
75 1 common themes had to do with good use of Corrective Action 2 Program. I was curious where youre at or if trending was 3 included as part of using the Corrective Action Program?
4 How far along is your trending program? It stopped for 5 awhile during the outage. You fairly recently 6 reimplemented trending of Condition Reports. Have you 7 gotten to the point where they can be effectively used to 8 spot things like tech spec issues or, you know, specific 9 issues, not just there were 50 Condition Reports written 10 with, you know, this cause or this trend? Where is the 11 trending program now, I guess is what Im asking?
12 MR. BEZILLA: Youll hear a 13 little more from Ralph, so I wont steal his thunder.
14 MR. THOMAS: Ill wait.
15 MR. BEZILLA: Ill let Ralph 16 cover that, Scott. It is part of our program. We are 17 trending. I think were 50 percent of the way on where we 18 want to be and Ralph could give you more detail in his 19 presentation.
20 MR. GROBE: Mark, before you 21 go on, on slide 19, we were talking about Performance 22 Summary, and the focus on 19 was the Corrective Action 23 Program; and you indicated that one of your opportunities 24 for improvement was Corrective Action Program 25 effectiveness. And here on the Collective Significance MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
76 1 Self-Assessments by department, you indicated that the 2 Corrective Action Program is being used well.
3 Could you help me understand what might be apparent 4 dichotomy between those two observations?
5 MR. BEZILLA: All right.
6 Rigorous use of the Corrective Action Program for 7 identifying problems, Jack, we have like no threshold.
8 Were writing Condition Reports for essentially anything.
9 From a Corrective Action Program effectiveness, the 10 attributes in there include timeliness. And we talked 11 about our timeliness. We said, hey, were sacrificing some 12 timeliness to make sure important things are getting the 13 attention that theyre due.
14 And as Barry identified, we had those five apparent 15 causes. And when we took those into the Corrective Action 16 Review Board, they would not have stood alone. And thats 17 one of our expectations for today; you have to be able to 18 pick that up and read through the Condition Report and it 19 has to be able to stand alone and not reference you out on 20 other things. Thats the dichotomy.
21 MR. GROBE: I understand.
22 MR. BEZILLA: Now, these areas 23 for improvement, I believe each of these items are being 24 addressed through our Operational Improvement Plan and our 25 2004 Business Plan. I also believe that the Collective MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
77 1 Significance Assessments will enable us to get a holistic 2 view of ourselves. Well get better. This was the first 3 time, rough, but well get better at it, and its a good 4 tool, and I think its going to help us improve our 5 performance.
6 Now, what I would like to do is turn it over to 7 Kevin and let him talk about Operations performance.
8 MR. OSTROWSKI: Thanks, Mark, 9 and good evening.
10 In plant operations, continuing with the 11 implementation of my charter, that being "Safety-focused 12 plant operation through consistent implementation of a 13 rigorous Conduct of Operation."
14 In the area of safe and reliable operations, we have 15 demonstrated safe, conservative, and event-free operation.
16 That existed through the startup and also through power 17 operation.
18 I have recognized and approved accountability and 19 ownership of plant operations on the part of the shift 20 managers. Specific examples include shift turnovers, crew 21 performance, and also the engagement of the organization 22 for emergent issues.
23 Weve taken the opportunity to use Just-In-Time 24 Training. The most recent being simulator training for 25 turbine valve test.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
78 1 Weve recently received performance feedback that 2 our operators awareness of nuclear risk and the use of the 3 crew updates was a positive. The crew update is a form of 4 an on-the-spot control room crew communication to update 5 the crew on plant status and the progress of an evolution.
6 We have recently implemented an electronic method of 7 tracking limiting conditions of operation or LCOs. This is 8 a tool used to track tech spec required actions and 9 associated compensatory actions.
10 Myself and the shift managers have recognized 11 improved support from the site organizations in the use of 12 Problem-Solving and Decision-Making Teams and Duty Teams.
13 Both the Problem-Solving Teams and the Duty Teams have 14 proven effective in addressing any emergent equipment 15 issues.
16 The Duty Teams perform observations of key 17 activities, as Mark had made reference to, and participate 18 in shift manager led daily conference calls.
19 My first area for operations focus is to discuss --
20 yes, sir?
21 MR. GROBE: Yes, before you 22 go on. The Problem-Solving and Decision-Making process you 23 implemented here is somewhat unique by my experience at 24 other plants. I have not seen it crafted quite the way you 25 folks have your procedure written.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
79 1 The one thing that always puzzled me is your entry 2 criteria. What is it that causes you to decide to do a 3 Problem-Solving Decision-Making Team or what is it that 4 causes you to not do one. What threshold do you have?
5 Thats not always clear and weve been watching how you 6 implement it and it is quite effective.
7 Youve got quite a bit of run time now on this 8 procedure, several months anyways, youve used it quite a 9 few times. Have you been able to identify possibly some 10 entry criteria guidelines that can be provided to have 11 consistent entry into the Problem-Solving Decision-Making 12 process?
13 MR. OSTROWSKI: Ill give you my 14 perspective on that, Jack. First of all, the shift manager 15 can decide when and if a Problem-Solving Team is warranted, 16 based upon the complexity of an event, or the scope and 17 nature and impact of the potential problem; whether it be 18 emergent equipment issue or otherwise.
19 As part of our Operations procedures, during the 20 notification of the Duty Team, shift manager will get on a 21 conference call with the Duty Team, and one of the 22 questions asked of the shift manager is, is a 23 Problem-Solving Team warranted based on the nature of the 24 event, or nature of the equipment problem. At that time, 25 the Duty Team, including managers and the shift manager can MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
80 1 provide input and establish the need for a Problem-Solving 2 Team.
3 So, that would be one criteria driven by events 4 which, or problems, even equipment problems that perhaps 5 are complex or have impact to the station that would 6 warrant a team approach.
7 So, thats one criteria. The particular procedure 8 itself is driven by, again, a very systematic approach to 9 problem solving, but included in that, is a, a number of 10 questions which originate from the INPO document on 11 conservative plant operations and decision-making. So, 12 with that, we see a challenge within those questions that 13 may also trigger the need for a Problem-Solving Team.
14 Management also has the ability to pull the trigger 15 on a Problem-Solving Team for any issues we feel warrant a 16 team approach. In some cases, a team may consist of one or 17 two individuals, when a problem has lingered longer than 18 our threshold for what Ill call quality.
19 For example, we currently have a Problem-Solving 20 Team outstanding for our Number One Chiller Operation.
21 Weve had some difficulties with that Chiller tripping in 22 the last two weeks.
23 We have a Problem-Solving Team on algae forming on 24 our intake screens. Those are just two examples where we 25 believe that a Problem-Solving Team approach would be MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
81 1 beneficial in going through this rigorous methodology to 2 identify the problem and to eliminate and to identify 3 causes as well.
4 So, can I tell you clear definitive criteria, no, 5 but those are the kinds of things we have used to employ 6 the Problem-Solving Team at the plant.
7 MR. BEZILLA: Jack, its a good 8 question. Let us think on that a little bit, okay, and 9 see.
10 MR. GROBE: Yeah, I dont want 11 you to get the impression that what Im suggesting is there 12 is some black and white binary decision-making tool to be 13 used. Ill go back and look at the procedure again. I 14 havent read it in probably three or four months. My 15 recollection is there wasnt a lot of entry guidance. And 16 maybe you dont have enough run time yet to provide some 17 guidance, but it make sense that there would be guidance on 18 when it is effective and what kind of situations you would 19 expect people to automatically go into that.
20 At some point, all of this should be more automatic 21 without senior level engagement on this. I think maybe 22 that kind of guidance on your expectations would be 23 helpful.
24 MR. OSTROWSKI: My first area 25 for Operations focus is attention to detail on routine MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
82 1 tasks. My threshold needs to remain low as this has been 2 the source of some of the section inside the clock resets 3 that I have discussed previously.
4 While each of the resets and the occurrences have 5 been individually addressed, I have initiated a review of 6 the collective events to ensure we have addressed all of 7 the contributing causes and identified any common causes.
8 In addressing Operation staffing, Barry has already 9 mentioned the eight new licensed individuals. We are 10 incorporating these new Senior Reactor Operators and 11 Reactor Operators into our Operations staff. We will 12 implement a five-crew rotation versus our current four-crew 13 rotation in the fall of this year. This will assist us in 14 reducing Operations overtime and will allow us to 15 strengthen our support in Operations training, work 16 management, and outage preparation.
17 My focus in training is centered on the 18 implementation of a long range staffing plan starting with 19 17 new students currently in training, all of which 20 recently passed their generic fundamentals exam, as has 21 been mentioned. These twelve Senior Reactor Operator and 22 five Reactor Operator candidates are to take their license 23 exam in July of 2005.
24 I also need to maintain my focus however on license 25 requalification training of the current staff of licensed MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
83 1 personnel in preparation for reaccreditation of Operations 2 training in the spring of next year.
3 While we have improved our prejob briefings, we need 4 to maintain focus on briefing quality, specifically on key 5 performance steps, contingencies, and the need for the use 6 of the Human Performance tools.
7 Finally, as is part of my charter, we have focused 8 on our Conduct of Operations and we will be transitioning 9 to a FENOC Standard Conduct of Operations this coming 10 fall. With the help of our support organization at a 11 corporate level, and Jon, specifically, this is an example 12 of, we have an Operations Program Manager in that area that 13 has helped perform benchmarking of our Conduct of 14 Operations to that of the industry. We will be making some 15 changes that will improve our performance and align us to 16 industry best practices with the Conduct of Operations.
17 Some areas affected include reactivity management, 18 alarm response, and alarm procedure usage; and as Mark had 19 referenced, the use of various human performance tools.
20 In closing, while we have seen improvements in our 21 performance, we also know that we have more work to do.
22 Ill continue to remain focused as my charter states on 23 safe, conservative, and event-free operation.
24 MR. THOMAS: Over the last 6 or 25 8 months, give or take, maybe a little longer than that, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
84 1 there have been a number of Collective -- or not Collective 2 Significance -- but Root Cause Evaluations associated with 3 Condition Reports that were classified as significant 4 conditions adverse to quality in the area of operator 5 performance.
6 The latest one that youll be evaluating deals with 7 four or five issues involving operator errors associated 8 with tech spec related surveillances.
9 I guess Im curious what -- two questions; why you 10 dont believe that the Corrective Actions taken as the 11 result of these other collective significant -- or these 12 other root cause reports have been effective, and what 13 youll be doing differently, or be focusing on differently 14 for this one to correct the root cause, the issue?
15 MR. OSTROWSKI: One of the goals 16 of the Collective Significance is to understand just that.
17 Each of the individual events had been addressed on an 18 individual basis. The root cause identified individual 19 performance; and as such, the individuals were held 20 accountable using our current performance systems.
21 We recognized some contributing causes. Things like 22 the clarity of procedures or the guidance that is provided; 23 however, we believe it came down to an individual 24 performance, and thats what was immediately addressed.
25 Collective Significance Review will be looking at MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
85 1 those Root Cause Evaluations, validating that, and 2 identifying anything that we may have missed.
3 So, in terms of effectiveness, weve shared these 4 events and these instances of lack of attention to detail 5 with the rest of our operating staff; and, well continue 6 to look at, are there any additional things that we missed, 7 any contributing causes.
8 MR. THOMAS: Okay.
9 MR. RUTKOWSKI: Do you have a 10 rough target when that will be complete?
11 MR. OSTROWSKI: Were estimating 12 by the end of September. Our program, I believe, defines 13 30-day turnaround time on Collective Significance Review.
14 In this case, its a condition adverse to quality at a 15 fixed level, Jack.
16 MR. BEZILLA: Okay?
17 Okay, what I would like to do is spend a minute on 18 the results of our recent industry review. This is the 19 Institute of Nuclear Power Operation summary; and these are 20 the summary items from the assessment that was conducted in 21 April and May of this year.
22 First, the following beneficial practices and 23 accomplishments were noted. Intensive monitoring and 24 involvement by the site leadership, as well as sound 25 Operations performance, contributed to the safe startup and MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
86 1 power ascension following the extended shutdown.
2 Safety margins in the event of a loss of coolant 3 accident were increased by significant improvements to 4 containment material condition and emergency sump 5 capability and by installation of advance leakage detection 6 systems.
7 Many important components, such as high pressure 8 injection pumps, reactor coolant pumps, and containment 9 cooling units have been refurbished or redesigned to 10 improve performance and an aggressive, involved quality 11 assurance organization has helped line managers identify 12 areas needing improvement through effective assessments and 13 day-to-day monitoring of safety activities.
14 Areas in need of improvement were also identified.
15 Those being operational focus, site departments, plus work 16 as a team to ensure the operational needs of the station 17 are addressed.
18 Work management. Work management implementation of 19 the process must be improved to ensure operational needs 20 are addressed and backlogs are sufficiently reduced.
21 Training. Traditional training must be 22 rejuvenated.
23 Barrier improvement. Improvements in three 24 barriers, or tools will accelerate the progress towards 25 excellence. Those being procedure quality, prejob briefs, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
87 1 use of operating experience. These are tools and barriers 2 to help the people successfully execute their tasks.
3 And individual performance. Improvement in 4 individual rigor and accountability; for their performance 5 and results is needed to achieve higher levels of 6 performance.
7 This assessment, these positives and areas for 8 improvement, I believe, are in alignment with what we 9 believe our strengths and challenges are, and I believe we 10 have these areas for improvement covered in our Cycle 14 11 Operational Improvement Plan and our 2004 Business Plan.
12 Next slide, please.
13 The last assessment I would like to cover is our 14 Safety Conscious Work Environment Survey. That was 15 conducted by our Safety Conscious Work Environment Survey 16 Review Team and this was a follow-up assessment by 17 essentially the same team that took a look at us in the 18 December of 2003 time frame. And that was following our 19 November 2003 Safety Conscious Work Environment Survey 20 where there were a few sections with less positive results 21 to a few of the survey questions.
22 This team, that being the Safety Conscious Work 23 Environment Review Team, completed their follow-up 24 assessments on June 23rd. Their observations were that 25 Corrective Actions previously put in place in the December MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
88 1 and January timeframe were generally effective, and they, 2 the Review Team, saw improvements in all five cross-cutting 3 issues. Those issues being communications, work hours, 4 schedule credibility, management comment and low threshold 5 for reporting in regard to Condition Report generation.
6 The team did have one recommendation of note; that 7 being to ensure that we communicate, communicate, 8 communicate our pending implementation of the FENOC 9 Standard Organization.
10 A note, in regard to that, we do have a change in 11 management and communication plan that we are implementing 12 thats in regard to that implementation of the Standard 13 Organization. And, feedback from my communications team is 14 that weve gotten positive feedback based on the 15 communications that we put forth to-date in regard to that 16 organizational change.
17 Finally, the team, that being the Review Team 18 concluded that the Safety Conscious Work Environment at 19 Davis-Besse supports safe operation.
20 MR. GROBE: The heavy lifting 21 on the change management is yet to come. The changes that 22 youve announced so far at the director level, and I think 23 the next level down, were fairly small numbers of people.
24 The change in management going forward is going to effect a 25 much larger number of people in the organization. Well be MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
89 1 having new direct supervisors or the same supervisor with 2 different section signs and all sorts of things are going 3 to be happening.
4 So, I just want to emphasize the importance of 5 recognizing the heavy lifting as far as effecting a changed 6 management, which is yet to come which I think you 7 recognize.
8 I do have a question though. What role does SCWERT, 9 I love acronym, the Safety Conscious Review Team; what role 10 does it play in the development and implementation of this 11 change in management structure for the organization?
12 MR. BEZILLA: Jack, thats a 13 good question. What role does SCWERT play in this role 14 management process.
15 What weve done is at each of the selection levels, 16 we made those selections, we then took that to the Safety 17 Conscious Work Environment Review Team and ran those 18 selections through that body, if you will, identifying who 19 was chosen, who wasnt chosen, the basis for that. And 20 then there was dialogue that occurred as to, is that 21 acceptable, isnt it acceptable, is there any chilling 22 effects that might occur, what would those be, what actions 23 need to be taken, et cetera. So, thats how weve used 24 that process.
25 Weve actually, for the first level, we picked the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
90 1 directors, and we had a three-site Safety Conscious Work 2 Environment Review Team, and now that were into the, Ill 3 say, manager, superintendent, and then supervisor level, 4 weve also run that through SCWERT.
5 MR. GROBE: So, the SCWERT 6 focus is more a narrow focus on the individual selections 7 as contrasted with a broader focus on the ramifications of 8 changes on Safety Conscious Work Environment decision?
9 MR. BEZILLA: No, I would say 10 theyre looking at the detail, but theyre also taking a 11 holistic look at what kind of impact could this have on the 12 organization, so its both.
13 MR. GROBE: Geoff Wright and 14 one of his team members, Dave Persinski, were out here 15 observing the results of this assessment, and evaluating 16 what activities had been performed. I believe beginning 17 next week one day, the entire team will be out here doing 18 our independent evaluation to validate or identify 19 discrepancies in the result of this assessment.
20 This is an area of very high importance to us, and 21 folks that will be out here are the same folks that were 22 out here before. I want you to make sure that we have 23 comparability in that system.
24 MR. BEZILLA: Okay.
25 Next slide.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
91 1 What I would like to do now is briefly talk about 2 the Mid-Cycle Outage.
3 Next slide, please.
4 The current start date for the Mid-Cycle is January 5 17th. The duration is about 20 days; its a little less 6 than 20 case. The key items in the outage are boric acid 7 corrosion control inspections, reactor head, control rod 8 drive flanges, bottom mounted instrument nozzle and 9 pressurizer nozzle inspections, once-through steam 10 generator inspections, and reactor coolant pump group 2 11 gasket inspections. Those are the key items.
12 We currently have about 120 corrective and elective 13 maintenance items, 34 preventative maintenance items, 14 130-ish surveillance and test items, and about six 15 modification items in scope in that outage. And what you 16 can see there is, that its pretty much an inspection test 17 outage.
18 Our focus is going to be on safety, the work being 19 performed, as well as how we do the work, and equipment 20 reliability. Were going to be doing those things that are 21 required to ensure safe and reliable service at Davis-Besse 22 until we get to the next refuel. The next refuel is 23 currently targeted for the spring of 2006.
24 One last item of note is, we have a fleet review of 25 our readiness scheduled for July 30th. This is a chance MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
92 1 for us to present our preparedness and obtain feedback from 2 the fleet; Lew, Joe, some of those program managers that I 3 talked about, some of the other sites; on our readiness, 4 areas of continued management focus, or maybe new areas of 5 management focus.
6 If there arent any questions, I would like to turn 7 it over to Ralph.
8 MR. HANSEN: Okay, Mark, 9 thanks.
10 Okay. Three things I would like to discuss; 11 positive trends that weve seen, some areas that were 12 continuing to focus on, areas that were going to be 13 looking at more in the future.
14 In the area of positive trends, weve seen 15 improvements in the area of Operations Support. Two 16 specific things, weve seen good team response to some 17 emergent issues. One we kind of discussed here was the 18 elevated radiological levels in the plant. So, a good team 19 response to that event.
20 The other area that weve noted was good sensitivity 21 to potential increase in Reactor Coolant System leakage.
22 There was plant conditions, it could indicate some 23 potential increase. The plan was put together and the team 24 went into Containment. They made some inspections to see 25 if there was any evidence that there was a conditions MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
93 1 change in there.
2 Also, weve seen recently improvements in management 3 focus on the health in training program. Thats a starting 4 point. What we see there, is that the, through the 5 extended outage, we had reduced the emphasis on training, 6 seen the management team response. Weve got to bring that 7 forward, so that they use training to drive sustained 8 performance in the plant. What we need to see now, what 9 Oversight is looking for, is a good plan and execution of 10 that plan.
11 The area of Work Management. Weve already heard 12 that weve seen, in the area of work completion and work 13 management process, we see the percentage of completion 14 improving in both the execution and in the countdown areas; 15 however, we see that as positive because that builds rigor 16 into the execution of the process; however, what we need to 17 see now is improvements in the efficiency of the execution 18 of the process. So, well be looking at that also.
19 In the area of Corrective Action Review Board, weve 20 seen a strong questioning attitude displayed. As you 21 heard, weve seen some increase in the number of 22 rejections, which this in and of itself may not necessarily 23 be something we want to see. Its an indication that that 24 barrier process is effective.
25 MR. GROBE: Who chairs that MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
94 1 now; is that Mike Ross?
2 MR. ALLEN: Typically, it is 3 Mike Ross that chairs.
4 MR. GROBE: Just a question, 5 Ralph. I think I agree with you that at the end of the 6 assessment -- by Reactor Coolant System leakage, were you 7 referring to the question that came up on pressurizer boric 8 acid?
9 MR. HANSEN: Yes, the 10 stratification.
11 MR. GROBE: I think as it 12 turned out, that problem was thoroughly evaluated and the 13 solution was identified, but Im curious as to your 14 thoughts on the time between the Condition Report was 15 initiated, which was an excellent Condition Report, and the 16 initiation of the Problem-Solving Decision-Making, whats 17 your assessment of that?
18 MR. HANSEN: I dont have the 19 data together, Jack, I would have to look back and review 20 that.
21 MR. BEZILLA: Let me answer that 22 for him, Jack.
23 We had an issue with the pressurizer delta and 24 pressurizer Boron, RCS Boron. We believe we understood 25 that and it was not an issue. Scott asked us a number of MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
95 1 questions. We gave answers. Scott, I dont want to say 2 refuted, but put on a doubting Thomas. No pun intended.
3 Based on that feedback, we said, hey, we need to 4 package this thing up, lets write the Condition Report, 5 lets get the Problem-Solving and Decision-Making Team in 6 place, lets put this thing to bed. We did that.
7 That also included a Containment exit entry, which we had 8 planned on making, we did earlier because of the additional 9 sensitivity. Ill say what I got out of that, even though 10 we -- I may have that squared away. Until I document it so 11 that others can review it and understand the same thought 12 patterns and processes, thats not good enough.
13 So, my lesson on that is put the team together, 14 document it, and leave it available for others to review.
15 So, that was a Lessons Learned.
16 MR. GROBE: As I said, I 17 thought the Condition Report was just outstanding. The 18 individual clearly had understood what his responsibilities 19 were. Was tracking what was going on. And at the point 20 where it got to his level of, hey, there might be something 21 wrong here, he issued a Condition Report.
22 I thought the Problem-Solving Decision-Making, I 23 actually got a copy of that and read it, final report. I 24 thought that was well done. It seemed like there were, 25 prior to initiation of Problem-Solving Decision-Making MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
96 1 Team, there were maybe not sufficient challenge to the 2 assumption or beliefs in what was going on.
3 And Scott asked a lot of questions. We were asking 4 him a lot of questions. But it seemed like the easy answer 5 was sought instead of being sufficiently challenged to 6 believe assumptions. So, Im glad you got to the 7 Problem-Solving Team, and the team did a good job. There 8 was some question in my mind at that time.
9 Okay. Thank you.
10 MR. HANSEN: Next slide, 11 please.
12 MR. RUTKOWSKI: Before you go on.
13 You mentioned on work management problems, that youre 14 going to be looking at efficiency. Could you help me 15 understand a little more what that is?
16 MR. HANSEN: You can see were 17 completing a high percentage. What you can see is the 18 number of tasks were completing per week is the amount of 19 out of service time for the plant is being reduced, the 20 amount of time in elevated risk, well managed. Those are 21 the efficiency elements.
22 Then, that all plays into an overall material 23 condition improvement. As you do that better, you should 24 see the system health improve, backlogs reduced, these 25 issues like weve talked about with the work request MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
97 1 backlog, the preventative maintenance issues. You should 2 see that become less of a challenge for the organization.
3 Thats what efficiency looks like in a process to us in 4 Oversight.
5 MR. RUTKOWSKI: Thank you.
6 MR. HANSEN: The area that 7 were continuing to look at, we were seeing issues in the 8 procedure use adherence and content. One of the reasons I 9 did this, Mark, we didnt see a correlation, but we saw 10 that a number of these areas were centered around the 11 surveillance program.
12 So, were going to look at the Collective 13 Significance Assessment, plus look at it from our own 14 viewpoint and see if we can see inside that issue from our 15 viewpoint.
16 We also noted that there was some procedure, what I 17 call compliance areas, in areas such as chemistry, 18 radiologic controls, security, that we would characterize 19 at this time as attention to detail issues, and the 20 organization is aware of those.
21 In the area of Engineering rigor, we note that 22 Engineering is doing a lot of work. This is an 23 organization that works a lot of knowledge base. So, were 24 executing that work. We want to see that quality is kept 25 at a high level. And right now we dont have any strong MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
98 1 concerns, but we want to continue to look at that.
2 In the area of Corrective Action Program, we 3 discussed that and weve seen that the -- we talked about 4 trending. There is a piece that Ill talk about later.
5 We carried an issue into oversight about the 6 trending program not being effective. What weve seen is 7 that weve taken measures, weve put CR analysts in place, 8 weve done training. Weve yet to see the results of a 9 really well executed trending process. So, we need to see 10 that issue across the line. And we need to see the results 11 from that.
12 MR. THOMAS: What are the 13 stumbling blocks, what are the challenges that prevent that 14 from occurring?
15 MR. BEZILLA: Ill answer that, 16 Scott. At first we had to get the tool in place. Ill, 17 when I say the tool, its taking the data, slice and dice 18 the data and providing a trend thats usable. Okay? We 19 believe we have that in place.
20 Step two now is having the management, the managers 21 review that and say, okay, what is this information telling 22 me. There is so much that analysts can do and then the 23 managers have to take ownership. Were into the managers 24 taking ownership phase.
25 Now that we have a good tool and we have a product, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
99 1 now they need to take it and see what its telling me; is 2 there an area that I need to focus on that I might not be 3 currently focused on; there is some low level trending here 4 that I need to be taking action on, so they dont have some 5 challenge later on down the road. Thats where we are with 6 that.
7 MR. THOMAS: Okay.
8 MR. HANSEN: In addition, we 9 mentioned before, were seeing challenges coming to the 10 Corrective Action Review Board. We need to see that the 11 quality of documents reaching that level of review, 12 improvement in those documents. We still want to see the 13 core challenge them and eject them, if necessary, but you 14 should see less challenges to that barrier, effective 15 crossover.
16 In the area of vendor control, there is two pieces 17 of that. We have an upcoming outage and a lot of vendors.
18 Weve seen some problems. An example recently, did some 19 oversight of a vendor who was fabricating relays for the 20 safety feature actuation system.
21 We saw some issues where he was having failures. We 22 challenged him on that, and really werent looking at the 23 reasons for those failures as it might apply to the ones 24 they were building and were passing the test.
25 So, its just one area that thats being looked at MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
100 1 now, but its just, as we get into it, we have a lot more 2 of this business, and we have seen some various type of 3 under control issues, so we look deeper into that from an 4 oversight standpoint.
5 MR. HOPKINS: Is that oversight 6 standpoint just Davis-Besse or also vendor?
7 MR. HANSEN: Were looking at 8 that. We have issues weve looked at, at the Beaver Valley 9 and we have some recent issues at the Perry facility too, 10 with recent pump issues weve had there.
11 So, yeah, that is a, a three-site area, but 12 specifically, were going to look at some specific 13 attributes of that here at Davis-Besse.
14 MR. HOPKINS: Okay.
15 MR. HANSEN: In the future, one 16 of the issues that were going to do a special look at is 17 the implementation of FENOC Fleet Standard Organization.
18 We want to see, as we implement this organization, its 19 been described as changed management plans, so there is 20 elements of this we have the day issues and we have the 21 going forward issues; were going to watch and see if we 22 see any decline in the organizational performance 23 associated with these changes.
24 The next element were looking to see, and this ties 25 partly in the Corrective Action Program, and partly when we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
101 1 get discussion about how quickly we responded to plant 2 issues.
3 We want to see the threshold of the detection of 4 issues reduced by the station so were not having the 5 events that were responding, so were getting into the 6 more precursor, the lower level of issues, were seeing 7 issues starting to build into the organization. So, we 8 want to see the ability of the organization to detect those 9 things earlier and respond to them and prevent challenges.
10 As was discussed before, we want to see, were going 11 to watch closely the implementation of the improvements in 12 training, and we need to see that aggressively 13 implemented.
14 Also, Mark mentioned the Mid-Cycle Outage. This 15 period, the key to that safe successful outage is good 16 planning. Were going to look at the planning elements and 17 look at that in the next time period to see that the 18 organization is adequately prepared for the Mid-Cycle 19 Outage.
20 Finally, the emergency preparedness. Our 21 opportunity to really assess and validate preparedness in 22 the program adequacy is during the drill cycle. So, were 23 going to look at the upcoming drills and were going to put 24 that together with the performance weve seen to-date, and 25 then see if there is any issues we need to develop in that MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
102 1 area.
2 MR. GROBE: I was just 3 thinking that somebody may want to take a close look at the 4 transition from Central Daylight Time or Eastern Daylight 5 Time and Standard Time also.
6 MR. HANSEN: Yeah. There is a 7 vendor element to that too. That was one of the issues.
8 If there is no further questions, Ill turn it back 9 to Mark.
10 MR. BEZILLA: Thanks, Ralph.
11 Jack, Christine, thanks for the opportunity to 12 discuss our performance and prospectus. We appreciate your 13 questions, challenges and comments.
14 Our vision is to have people with a strong safety 15 focus delivering top fleet operating performance and safe 16 and reliable operation is our focus.
17 Thank you. Thats all we have.
18 MR. GROBE: Before we close, 19 I have a question.
20 Many of you folks have been at other plants in 21 recent past. Whats your experience with performance on 22 periodicity of resetting the event free clock at the other 23 stations?
24 MR. ALLEN: Jack, I think that 25 from some other stations, Ive either been a part of or MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
103 1 visited, you know, in the fairly recent past. Its pretty 2 common for stations to look at, say, 30 day to 180 day 3 clock resets, but there is a balance there, because 4 obviously you want nothing to occur, so you desire to have 5 a pretty large, 60, 90 days would be great on clock reset; 6 however, a lot of times we look and see many stations are 7 getting 60, 90, more days between. Then you look at the 8 threshold and say, Im not sure the threshold is low 9 enough. So, there is a balance there.
10 If you dont utilize that tool occasionally, like 11 any other tool, its not very effective. So, its a 12 balance, from what Ive seen at a lot of other stations.
13 And a lot of discussion, gee, this one was resetting too 14 often; gee, this one is not resetting enough. And its a 15 balance.
16 MR. GROBE: Judgment call.
17 Other questions?
18 Weve asked a lot of questions tonight. And were 19 in our overtime period at the moment. I apologize for the 20 length of the meeting, but I think weve had very good 21 dialogue.
22 I wanted to highlight a couple of things. First 23 off, you formatted your slides such that youre 24 highlighting areas of safe, reliable operations and 25 opportunities, and I think thats good.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
104 1 It is entirely possible that the plant would have 2 restarted and had many opportunities for shutting the plant 3 down. In fact, the plant has been operating reliably for, 4 what did you say, 107 days?
5 MR. ALLEN: 107.
6 MR. GROBE: Was that printed 7 this morning?
8 MR. ALLEN: Thats right.
9 MR. GROBE: Thats noteworthy, 10 thats absolutely noteworthy. While we have a number of 11 inspection findings, in many of our inspections, there have 12 not been any risk significant findings, so the plant has 13 been operating safely.
14 Challenged recently to make sure that we are not 15 holding Davis-Besse to a different standard and Im 16 comfortable we are not. A plant that has a solid operating 17 history and excellent operating history, human performance 18 errors occur.
19 As one of your county commissioners explained to me 20 today, that pencils have erasers for a reason; human errors 21 occur. The difference at Davis-Besse is there is no 22 operating history; there is no sound basis to believe that 23 these are minor blips in the radar screen, where they might 24 lead something else.
25 Thats why were focusing a lot of attention and MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
105 1 questioning extensively the meaning of these human 2 performance errors; are they just periodic blips or are 3 they something else?
4 We identified a number of issues for the next 5 meeting. Speaking more holistically on the organization, 6 individuals in various boxes and what their qualifications 7 are. Getting into some detail, Kevin, on the Collective 8 Significance Review. I think you said the program requires 9 you to complete that in 30 days and it will be done at the 10 end of September. I wasnt sure which one it was. Is it, 11 did you mean the end of July, end of August, or end of 12 September?
13 MR. OSTROWSKI: I will check 14 my program requirements. 30 days would mean 30 days from 15 last week.
16 MR. GROBE: Okay. So, it 17 could very well be done before the next meeting?
18 MR. OSTROWSKI: That is 19 correct.
20 MR. GROBE: Good, we look 21 forward to a lengthy discussion on that, what your 22 perceptions are with respect to whats going on with human 23 performance, a dialogue on the backlog, and resource 24 constraints on routine backlog work activities; what 25 problem areas might exist there. We talked a little about MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
106 1 engineering qualifications.
2 Were there any other focus areas for now for next 3 month? Not next month, but next time?
4 Okay, well be keeping a log and giving you actions 5 when we get close to the next meeting.
6 I think this has been very productive. I do 7 compliment you on the operating performance. The plant has 8 been operating safely. There are these issues that you 9 need to focus on and you are. And, well continue to ask a 10 lot questions.
11 I think right now what I would like to do is just 12 not take a break, since we are maybe in a second or third 13 overtime period, is to go right into public questions and 14 answers.
15 Mr. Stucker, if you have control of the lights, I 16 think you could turn up the house lights, make it easier 17 for us to see who is out there.
18 Im curious, how many members of the plant staff do 19 we have in the audience tonight?
20 And how many members of the public?
21 Okay. I should have said FENOC organization versus 22 the public.
23 Does anybody from, representing local public 24 officials, have a question or comment, would like to come 25 forward?
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
107 1 MR. KOEBEL: Well pass, Jack.
2 MR. GROBE: Any members of the 3 public have a question or comment they would like to make?
4 MR. PAPCUN: The American 5 League is ahead three to nothing, first inning, Jack.
6 MR. GROBE: I assess a lot 7 of things and give opinions on a lot of things. I dont 8 think Ill get into that.
9 Do we have any sailors in the audience? I think 10 the sheet has been let out. The sails are roughing and 11 were in the summer goldens.
12 I would like to suggest and see if you have any 13 thoughts on whether or not our next meeting shouldnt be 14 put off until a week or two after Labor Day. Any thoughts 15 on that?
16 MR. POWERS: I think its a 17 great idea. Its vacation period at the plant, Jack.
18 MR. GROBE: I cant hear you, 19 Jim.
20 MR. POWERS: Much of the plant 21 staff is taking time with their families, vacation period, 22 so from that perspective, I would endorse that idea.
23 MR. GROBE: Kids will be back 24 in school then, most families will be back at home. I 25 think maybe well look at sometime in that time frame.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
108 1 Okay, last chance for any questions or comments.
2 Very good. Thank you very much.
3 (Off the record.)
4 ---
5 6
7 8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
109 1 CERTIFICATE 2 I, Marie B. Fresch, Registered Merit Reporter and 3 Notary Public in and for the State of Ohio, duly 4 commissioned and qualified therein, do hereby certify that 5 the foregoing is a true and correct transcript of the 6 proceedings as taken by me and that I was present during 7 all of said proceedings.
8 IN WITNESS WHEREOF, I have hereunto set my hand and 9 affixed my seal of office at Norwalk, Ohio, on this 19th 10 day of July, 2004.
11 12 13 14 Marie B. Fresch, RMR 15 NOTARY PUBLIC, STATE OF OHIO 16 My Commission Expires 10-10-08.
17 18 19 20 21 22 23 24 25 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO