ML023230087
| ML023230087 | |
| Person / Time | |
|---|---|
| Site: | Palisades  |
| Issue date: | 10/30/2002 |
| From: | Nuclear Management Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML023230087 (39) | |
Text
Taking Pride in our Progress While Meeting New Challenges NRC Briefing October 30, 2002
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Principles Picture of Excellence
- Right People / Right Job
- Right Picture
- Right Processes
- Right Management Coaching / Right Worker Involvement 3
4 Right People / Right Job
- Joined Nuclear Management Company (NMC)
- Balanced team of:
- Internal Candidates
- External Candidates
- INPO Experience
- Fleet Experience
- Succession Plan 5
Site Leadership
- Site Vice President Performance
- Plant General Manager of Training *Business Support *Engineering Regulatory Affairs Human Resources Communications Assmnt Manager Manager Projects Manager Manager Director Manager Manager Manager (Vacant)
System Nuclear Performance
- General Procedure Manager Engineering Assessment Improvement Supervisor (Ops) Licensing Manager Manager Manager Supervisor Training Design Supervisor *Business & Engineering *Compliance (Maintenance) Strategic Planning Manager Supervisor QC Superv Corrective Action Manager Vacant
- Engineering Training Supv Programs (Technical)
Manager Human
- Emergency QA General Performance Planning Manager Supervisor Training Supv (Support) License Renewal Accounting Site Manager Self Assessment Manager Nuclear Fuel &
High Level Waste Operating
- Incumbant SRO Certified or Security Manager Manager Experience Licensed Outside Performance Information Indicators Technology Manager INPO / NMC Supply Chain Manager Direct Report Offsite Administrative Supervisor 6
Production Team
- INPO Reverse Loanee
- Plant General Manager Asst. Plant Gen. Manager
- Maintenance Chemistry/RP *Production Safety and Health
- Operations Manager Manager Manager Manager Manager Radiation
- Asst. Operations *Maintenance Protection *Outage Manager Manager General Manager Supervisor
- Planning and Chemistry
- Facilities Scheduling
- Work Control Center Manager General Manager Manager Supervisor Craft Augmentation
Engineering Team
- Director Engineering Manager Design Manager System & *Manager Programs & Nuclear Fuel and High License Renewal Engineering Reactor Engineering Component Engineering Level Waste
9 Picture of Excellence 10
Training Excellence Excellence Predictable Teamwork Doing What We Say and When We Say w Partnership Between Line And Training It Will Be Done For Success w Training Improves Individual And Plant Teamwork Performance Dont Walk Past Problems Regardless Of Who Owns It Communicate What Is Expected PALISADES EXCELLENCE Effective w Training Is Valued By Users And What Is Needed Know Our Roles Accountable Accountable Safe w Line Organizations Responsible For Content Holding Ourselves To Highest Standards Our Own Toughest Critic w Doing What Is Right w Training Champions The SAT Process Model Learning w Training Expectations = Plant Expectations Improving From The Experience Of Ourselves and Others Predictable w Doing What We Say and When We Say It Will Be Done Equipment Operational w Finding Our Problem Before Others Excellence Excellence Zero Tolerance Safety Reliable w Repetitive Problems Are Unacceptable Nuclear Safety Is Palisades Highest Priority w Focused On Long-Term Success w What We Touch Is Left Correct Reliable Doing What Is Right w Preventing Not Reacting w Preventive/Predictive Maintenance Exceeds Corrective Maintenance Configuration Control w Focused On Long-Term Success Maintain and Understand Design Basis w Preventing Not Reacting Maintain Plant Configuration Leader Predictable Teamwork Operating Seamlessly Across w Respected By Employees, Peers, w Doing What Is Right w Meet Schedules With Properly Organizational Lines Palisades Success = Individual Success Community, Shareholders, Industry Prioritized Work
= Palisades Success Pride w Proud Of Appearance And Performance w Appearance = Performance
NRC Performance Indicator Summary - September 2002 REACTOR SAFETY RADIATION SAFETY SAFEGUARDS Occupational Public Initiating Mitigating Barrier Emergency Physical Radiation Radiation Events Systems Integrity Preparedness Protection Safety Safety Performance Indicators Emergency AC Drill/Exercise Occupational RETS/ODCM Unplanned Reactor Coolant Protected Area Power System Performance Exposure Control Radiological Scrams System Activity Equipment Unavailability Effectiveness Effluent Scrams with High Pressure Personnel Reactor Coolant ERO Drill Loss of Normal Injection System Screening System Leakage Participation Heat Removal Unavailability Program Alert and FFD/Personnel Unplanned AFW System Notification Reliability Power Changes Unavailability System Program RHR System Unavailability Safety System Legend Functional Failures NRC Criteria Pal Criteria Inspection Results Monthly Monthly Monthly Monthly Monthly Monthly Monthly Year to Date Year to Date Year to Date Year to Date Year to Date Year to Date Year to Date 3 Green 7 Green 8 Green 12
Picture of Excellence - Site Excellence Summary September 2002 Indicator Path Picture Meets Days between OSHA Doesnt Recordable Events Meet Exceeds External Assessments Validate Internal Unscheduled EFPD less than 100% power Employee Communication O&M Cost per MWH Palisades Actual Capital Human Performance Related LERs Submittal Quality Refueling Outage Duration 13
Picture of Excellence Human Performance Related LERs in Prior 12 Months 6
Good 5
4 Number .
3 Actual 2 Forecast Goal 1
0 Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 14
Picture of Excellence Average Days Between OSHA Recordable Events 100.0 Good 75.0 50.0 Actual Days Forecast 25.0 Goal 0.0 Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 15
Picture of Excellence Unscheduled EFPD Less than 100% Power 25
. G ood 20 EFPD's < Full Power 15 A ctual 10 F oreca st Go al 5
0 Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 Challenges
- Control Rod Drive Housing Replacement
- Cooling Tower Pump Trip
- Primary Coolant Pump Oil Leaks
- Turbine Intercept Valve Cycling
- Heater Drain Pump Cooling Line
- Variable High Power Trip Alarms 16
Picture of Excellence - Organizational Excellence Summary September 2002 Indicator Path Picture Meets Doesnt Non-Bargaining Unit Percent Meet Exceeds Paid Overtime Bargaining Unit Percent Paid Overtime Commitments Met Attendance at Developmental Activities Human Performance Event Clock Root Cause Evaluation Quality Corrective Action Imp.
Effectiveness OE Evaluation Effectiveness Site Measures Not Meeting 17 Performance Milestones
Average Days .
80 70 60 50 40 30 20 10 0
Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Picture of Excellence Nov-01 Average Days Between Human Performance Event Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Clock Resets D ata 18 Forecast Go o d Goal
Averge Root Cause Score 100 .
95 90 85 80 75 70 65 60 55 50 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Picture of Excellence Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Root Cause Evaluation Quality Index Nov-03 Dec-03 19 Forecast Data Good Goal
Picture of Excellence - Operational Excellence Summary September 2002 Meets Indicator Path Picture Doesnt Meet Exceeds Reactivity Management Events Daily Risk Management Effectiveness Components Out of Position Temporary Modifications Operator Workarounds &
Challenges Non-Refueling Outage Collective Radiation Exposure Refueling Outage Collective Radiation Exposure Effluent Dose Lit Annunciators 20
Components out of position 12 9 18 24 3
0 6 15 21 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Picture of Excellence Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Components Out of Position Sep-02 Oct-02 Nov-02 Dec-02 Go a l Go o d 21 Fo re ca s t YTD D a ta Mo n th ly D a ta
Workarounds & Challenges .
10 0 20 30 40 50 60 70 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Picture of Excellence Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Operator Workarounds and Challenges Dec-02 D ata 22 Forecast Good Goal
Picture of Excellence - Training Excellence Summary September 2002 Indicator Path Picture Meets Doesnt Training Staffing Meet Exceeds Line Ownership of Training Training Schedule Adherence Training Attendance Training Program Corrective Actions 23
Picture of Excellence - Equipment Excellence Summary September 2002 Meets Doesnt Indicator Path Picture Meet Exceeds Unplanned LCO Entries Preventive Maintenance Performance Maintenance Rework Corrective Maintenance Backlog System Health Assessments not Meeting Expectations Thermal Efficiency Loss Factor Programs Not Meeting Expectations 24
Entries 0 4 8 12 16 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Picture of Excellence Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Unplanned Technical Specification Action Entries Good Goal Data 25 Forecast
Backlog .
160 140 120 100 80 60 40 20 0
Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Picture of Excellence Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Corrective Maintenance Backlog Nov-02 Dec-02 Good Goal Data 26 Forecast
Number On-Line Work Orders 400 450 500 550 600 650 700 750 800 1-Apr-02 8-Apr-02 15-Apr-02 22-Apr-02 29-Apr-02 6-May-02 13-May-02 20-May-02 27-May-02 3-Jun-02 Picture of Excellence 10-Jun-02 17-Jun-02 24-Jun-02 1-Jul-02 8-Jul-02 Work Week 15-Jul-02 22-Jul-02 29-Jul-02 5-Aug-02 12-Aug-02 Elective Work Order Backlog 19-Aug-02 26-Aug-02 2-Sep-02 Elective Maintenance Backlog 9-Sep-02 16-Sep-02 23-Sep-02 30-Sep-02 7-Oct-02 ELECTIVE 14-Oct-02 21-Oct-02 ELECTIVE GOAL 27
28 Right Processes - Integrating Priorities INTERNAL INPUTS EXTERNAL INPUTS
-Equipment -Budget
-Financial Plan -Staffing -NMC Business Plan Gaining
-Facility -Outages -Regulatory Issues Input
-Initiatives -Self-Assessments -Owners Requirements
-Performance -Gap Analysis Results Indicators -Action Request System
-Excellence Plan 5.2 Dept. Managers Screening 5.1 EPRG (IPC) Initial Evaluation Site Info/
5.3 Input PRG Study, Design Phases 5.4 EPRG (IPC)
Assessment 5.6 Continuous PRG Assessment 5.5 Implementation Phase EPRG (IPC)
Prioritization 5.7 Output Excellence Plan 5.8
-Department Plans
-Staffing Plan
-Action List
-Perf. Indicators
-Financial Plan
-Budget 29
Right Processes
- Focus on Key Processes:
- Work Management Process
- Corrective Action Process
- Training 30
Right Processes
- Corrective Action Improvements
- Line Management Ownership
- Evaluation Timeliness
- Initiation Rate
- Corrective Action Process Challenges
- Root Cause Quality
- Corrective Action Age
- Use of Operating Experience
- Corrective Action Effectiveness 31
32 Right Management Coaching / Right Worker Involvement 33
Right Management Coaching / Right Worker Involvement
- Focus on Behaviors:
- Develop Supervisor/Manager Coaching Skills
- Clarify Expectations, Roles and Responsibilities
- Establish Worker Coaching as a Priority 34
Right Management Coaching / Right Worker Involvement - Engineering / Human Performance
- Inspection conducted during control rod drive housing outage raised concerns about Engineering products
- NRC expressed concerns about potential implementation of inadequate modifications
- NMC acknowledged that rigor in Engineering products needed improvement
- NMC disagrees that NRC intervention was needed 35
Right Management Coaching / Right Worker Involvement - Engineering / Human Performance
- Redefined Roles and Responsibilities
- Defined Engineering Standards and Expectations
- Conducted Human Performance Training
- Formed Quality Review Team
- Increased Supervisor Involvement
- Restructured Engineering Training 36
37 Year 2000 Road to Palisades Excellence Year 2003 r 2 si fo en it Ext bmfe Su Li 2005 ce en ell
>91% Capacity Factor <1.0% Forced Outage c x d s E ve 2004 ade chie 1st INPO 1 Rating s li A Pa 2002 >90% Capacity Factor 2003 INPO 2 Rating Implemented Manager in the Field Observation Program Renew Operator Training Program Accreditation Provide Training on Coaching and Feedback Nuclear Oversight Compliance & Implementation Of Best Practices Continuous Assessment Process Implemented Monthly Management Review Meetings Implement Succession Planning CRD Leak Forced Outage June 2001 2002 through January 2002 Implement Improved Supervisory Training Performed 360 Degree Management Assessments Event free (<42) day REFOUT. All Scheduled Implement Performance Indicators for Site Excellence Strategy Equipment Reliability Issues Completed Join NMC Implement Plant Excellence Review Group Implement Bi-Weekly Supervisor Meetings 2001 Complete Implementation of Improved Self-assessment Process Improve Routine Personnel Performance Reviews, Critical Performance Reviews REFOUT 99 - 59 days Implement Quarterly Performance Reviews - Challenge Boards INPO 3 Rating Implemented Equipment Reliability Oversight Committee 1999 March 2000 Implement Monthly Performance Indicator Meetings 1998 Develop and implement Site Excellence Strategy -
Integrate Performance Improvement Process Conduct Baseline Performance Assessment Historical 2000 Cyclic Performance SAFE = Doing What Is Right PREDICTABLE = Doing What We Say and When We Say It Will Be Done / Finding Our Own Problems Before Others ELIABLE = Focused on Long-Term Success / Preventing Instead of Reacting LEADER = Respected by Employees, Peers, Communities, Shareholder, and Industry
Summary
- Excellence Plan Developed in 2000
- Excellence Plan Reviewed and Adjusted as Necessary
- Excellence Plan will Continue to Drive Palisades Excellence 39