ML20080G909
| ML20080G909 | |
| Person / Time | |
|---|---|
| Site: | South Texas  |
| Issue date: | 12/31/1994 |
| From: | HOUSTON LIGHTING & POWER CO. |
| To: | |
| Shared Package | |
| ML20080G907 | List: |
| References | |
| PROC-941231, NUDOCS 9502140188 | |
| Download: ML20080G909 (69) | |
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- , ATTACHMENT 3 SOUTH TEXAS PROJECT 1995-1999 BUSINESS PLAN 1
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SOUTH TEXAS PROJECT 1995-1999 BUSINESS PLAN FOREWORD i
i November 29,1994 :
l The 1995 - 1999 Business Plan is designed to establish STP as a world- !
class performer We have developed our goals for safety, plant reliability and cost .
performance, based on what the top nuclear plants in the United States are achieving. The attainment of the goals outlined in this plan will not only place us.
among the top nuclear plants in the United States, it will make us competitive ~
against the best in the world---nuclear or fossil.
It is essential to work as a team to achieve these goals. We are in a .
challenging regulatory and economic environment in which we must prove 1 ourselves every day. We have achieved some tremendous milestones in 1994 and will continue to build upon these milestones as we progress into the future.
1 Our success in 1995 will largely depend on our ability to safely and -;
effectively plar and execute the two refueling outages. Focused outage !
management is vital in achieving this goal. l f
The communication of this Business Plan to every STP team member is ;
imperative to sustaining our momentum. Each of us is responsible for supporting :
the Business Plan with every aspect of our job. This concept will be emphasized ' !
during the performance appraisal process. I am confident that the STP team can i
execute this plan in a manner that will establish STP as a safe, reliable, and economically competitive source of energy. ;
Remember, world-class is a journey _- not an end. -
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SOUTH TEXAS PROJECT 1995-1999 BUSINESS PLAN TAB.LE OF CONTENTS I. Introduction !
II. Vision, Mission, Long Term Objectives and Parformance Goals Ill. Performance Measures IV. Focus Area Initiatives V. Department Plans ;
VI. Modifications 1
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Vll. Emergent issues Vill. Outage Plan IX. Generation Plan X. Site Staffing Plan XI. O&M and Capital Projections 1
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SOUTH TEXAS PROJECT SECTION I 1995-1999 BUSINESS PLAN INTRODUCTION I
l The South Texas Project (STP) Business Plan is the primary management tool for achieving and sustaining long-term improvements in station performance. This year STP has moved from a plant recovery phase to positioning itself to become a world-class power producer.
To develop the 1995-1999 STP Business Plan, benchmarking studies were used to determine progress of the top nuclear power plant performers. Goals were then set for STP capability factors and production costs using this information. This year, target and stretch goals were identified. Target goals are based on 55 day outage length and an 8% forced outage rate; stretch goals are based on 45 day outage length and a 4%
forced outage rate for a unit during non-outage years, or a 2% forced outage rate for a unit during outage years. The goal is to strive to achieve the stretch performance.
The overall station goals are expressed in the vision, mission and long term objective statements. The station performance measures used to quantify these objectives are an index based on the number of Nuclear Safety second tier performance goals achieved, capability factor, production costs in mils /KWH, and the Organizational Interface Assessment Survey results. These are referred to as first tier performance measures.
The second tier performance measures are trended monthly in the Performance Measures Report. These performance measures are submitted by the responsible managers and selected as annual performance criteria n.ecessary to be successful.
Second tier performance measures are based on the target goals. Many of these goals and definitions are based on INPO and NRC guidelines.
In addition, each department has developed departmental goals and has ;
established a staffing plan to support the station goals. These are referenced as third tier performance measures.
Many of the 1994 Focus Area Initiatives were either completed or established as a departmental baseline activity within the year. The Focus Area Initiatives for 1995 include those initiatives that were carried over from 1994 or were consolidated for more effective implementation. The 1994 initiative sponsors as a team, worked on this 4 consolidation and determined which initiatives should be transferred to the departments as a baseline activity. As a result of this effort, three key focus areas will be tracked in j the 1995 -1999 Business Plan. These are: j Human Performance Material Condition and Plant Reliability Continuous improvement I-1
SOUTH TEXAS PROJECT SECTION I -
1995-1999 BUSINESS PLAN INTRODUCTION Modifications include a scope of work which requires resources and results in a physical change to the plant planned to be designed or installed throughout the year.
A modification has a defined schedule and program element. The overall objective is to minimize modifications to the plant. All major modifications are part of a five year plan to improve safety and reliability and/or reduce operating costs.
The long range projections in this plan consist of the five year outage plan, generation plan, staffing, and O&M and Capital projections. The outage and generation plans are comprised of both target and stretch plans. To achieve success with these plans, emphasis is placed on reduction of outage durations through efficient outage management.
Business Plan performance will be tracked on the Integrated Site Schedule.
Progress on performance will be reported monthly.
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SOUTH TEXAS PROJECT SECTION 11 1995-1999 BUSINESS PLAN , VISION, MISSION, LONG TERM OBJECTIVES
& PERFORMANCE GOALS VISION South Texas Project - A World Class Power Producer l
MISSION l
To produce electricity in a safe, reliable, economical, and environmentally sound mannerfrom nuclear energy.
LONG TERM OBJECTIVES Nuclear Safety Protect public and employee health and safety.
Reliability Operate South Texas Project to maximize plant and equipment reliability over the long term.
Cost Operate South Texas Project to maximize production at the lowestpractical cost Perfortnance Continuously improve individual and organizationalperformance.
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SOUTH TEXAS PROJECT SECTION 11 ,
1995-1999 BUSINESS PLAN VISION, MISSION, LONG TERM OBJECTIVES
& PERFORMANCE GOALS l l
l 1995-1999 BUSINESS PLAN PERFORMANCE GOALS TARGET GOALS 55-DAY OUTAGES - 8% FORCED OUTAGE RATE l FIRST TIER PERFORMANCE GOALS OBJECTIVES PERFORMANCE MEASURES 1995 1996 1997 1998 1999 COMPOSITE INDEX* 67 % - - - -
NUCLEAR 1 SAFETY SALP RATING N/A 1.75 1.50 1.25 1.25 I I
(NUMERICAL AVERAGE)
RELIABILITY CAPABILITY 1 YR 76.8 84.4 84.4 76.8 81.9 ,
FACTOR I 3 YR 49.4 75.4 81.9 81.9 81.0 I
, Rolling Avg I COST MILS PER 1 YR 18.5 16.2 15.8 17.8 16.9 l 3 YR 27.7 18.6 16.8 16.5 16.8 Rolling Avg l PERFORMANCE ORGANIZATIONAL 3.38 PERFORMANCE *"
mummmmmmmmmmmmmmmmm mummmmmi- mummmmmu l STRETCH GOALS 45-DAY OUTAGES - 4%/2% FORCED OUTAGE RATES I
FIRST TIER PERFORMANCE GOALS l OBJECTIVES PERFORMANCE l MEASURES 1995 1996 1997 1998 1999 NUCLEAR COMPOSITE INDEX* 80% - - - -
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SALP RATING N/A 1.50 1.25 1.25 1.25 (NUMERICAL AVERAGE)
RELIABILITY CAPABILITY 1 YR l 84.5 90.3 90.3 84.5 87.6 FACTOR '
3 YR 52.0 79.9 88.4 88.4 87.5 Rolling Avg COST MILS PER 1 YR 17.3 15.4 15.1 16.6 16.2 NET KWH" 3 YR 26.6 17.8 15.9 15.7 16.0 Rolling Avg PERFORMANCE ORGANIZATIONAL 3.41 PERFORMANCE *"
Compostte indes reflects performance in the Nuclear Safety Second Tier Goats by the percentage of goals achieved.
Cost component includes production O&M and fuel costs.1995 Performance Goals exclude the steam generator inspection costs since the inspection program scope has not been finalited.
Measured by method used in OrganizationalInterface Assessment by Behavioral Consultant Services. Instrument for measurement to be evaluated for out years.
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l SOUTH TEXAS PROJECT SECTION lli 1995-1999 BUSINESS PLAN 19,95 SECOND TIER PERFORMANCE MEASURES l
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NUCLEAR SAFETY .
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- 1. Rate of Unplanned 2. Unplanned Safety 3. Fuel Reliability 4. Emergency Diesel i Automatic Scrams System Actuations Generator Performance l l
Unit 1 s 1.0 Unit 1 = 0 Unit 1 < .0005 uCi Unavailability i Unit 2 s 1.0 Unit 2 = 0 Unit 2 < .0005 uCi Unit 1 s 650 hrs l Unit 2 s 650 hrs
- 5. Auxiliary Feedwater 6. High Head Safety 7. Collective Radiation 8. Industrial Safety System Performance injection System Exposure Performance ,
Performance Unavailability Unavailabihty Unit 1 s 125 Rem s 0.3 per 200.000 Unit 1 s 700 hrs Unit i s 400 hrs Unit 2 s 125 Rem Man-Hours HL&P Unit 2 s 700 hrs Unit 2 s 400 hrs '
RELIABILITY ummmmmmmmmmmmmmmmm - -
- 9. Net Generation MWH 10. Annual Capability 11. Unplanned 12. Forced Outage Factor Capability Loss Factor Rate Unit 1 = 8,410,035 Unit 12 76.8% Unit 1 s 8% Unit i s 8%
Unit 2 = 8,410,035 Unit 2 2 76.8% Unit 2 s 8% Unit 2 s 8%
- 13. Thermal 14. Chemistry Index 15. Temporary 16. Main Control i Performance Modifications Board instruments Non-Leak Repairs Out-of-Service Unit 12 99.5% Unit i s 1.1 Unit i sti s 10 OOS Per Unit, l Unit 2 2 99.5% Unit 2 s 1.1 Unit 2 s8 2 Non-Outage Common s 1 Open > 60 Days
- 17. Inoperable 18. Unit Availability Automatic Functions Following Planned Outages s 10 Per Unit, Unit 1 = 0 Scrams 2 Non-Outage Unit 2 = 0 Scrams 1 Open > 60 Days Wdhin 60 Days after a l Planned Outage ;
l COST
- 19. Annual Station 20. Station O&M 21. Station Capital 22. Inventory Production Cost Performance Performance Mils / Net KWH s 18.53 $295M $47.3M < $98M lli - 1
SOUTH TEXAS PROJECT SECTION lli -
1995-1999 BUSINESS PLAN 1995 SECOND TIER PERFORMANCE MEASURES PERFORMANCE
- 23. HL&P & Contractor 24. STP Key Area 25. NPDES Violations 26. Solid Low Level Staffing Overtime Radwaste Generation HL&P s 1,929 < 20% s 3 Permit Violations Unit 1 s 10,000 ft' Basehne Contractors Unit 2 s 10,000 ft*
s 308 Total s 2.237
- 27. Liquid Radwaste 28. Gaseous 29. Overcue NRC 30. Corrective Action Effluents Radwaste Effluents Consmitments/ Actions Program Effectiveness Unit 1 s 0.6 Curies lodine & Particulates s 10 Overdue Average Age of Unit 2 s 0.6 Curies s 120 Microcuries O Missed Conditions Adverse to Noble Gas Activity Quality s 120 Curies s 145 Days
- 31. Maintenance 32. Preventive 33. Ratio of Preventive 34. Plant Parts and Work Orders Maintenance Deferral to Total Maintenance Material Availability Rate Man-Hours Unit 1 Non-Outages 500 Unit i s 3 % Unit 1 h 55% Parts 2 85%
Unit 2 Non-Outage 5 500 Unit 2 s 3 % Unit 2 2 55% Consumable Materials Common s200 2 94 %
- 35. Plant Modifications 36. Honconforming 37 On-the-Job 38. Self-Assessment Condition Status Training Certifications Effectiveness Designed 28 Open NC Conditions OJT Certifications s 7 Not Self-identined installed 40 not Dispositioned by completed within 6 Engineering months of training Number of new Mods not 2 60 days s 50 screened < 25 ,
- 39. Emergency 40. Vendor Equipment i Response Organization Technicallnformation Performance Program Status
(# of Drawings with)
NRC/ Weaknesses Desian Drawings s 3 Items With > 5 Open Unresolved Self-identified Amendments Weaknesses s 1000 s 5 Items Vendor Drawinas Staff Auamentation With> 5 Open s 75 Minutes Amendments Site Accountability s 75 s 30 Minutes Vendor Manuals With > 5 Open Amendments s 20 til - 2
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LSOUTH TEXAS PROJECT SECTION lli 1995-1999 BUSINESS PLAN 1995 SECOND TIER PERFORMANCE MEASURES DEFINITIONS NUCLEAR SAFETY
- 1. Rate of Unplanned Automatic Scrams is a measure of the unplanned automatic ,
scrams that occur over a one year period. A three year rolling average of scrams per 7000 hours0.081 days <br />1.944 hours <br />0.0116 weeks <br />0.00266 months <br /> of critical operation will also be tracked.
- 2. Unplanned Safety System Actuations is the sum of the two following safety system actuations:
- 1) The number of unplanned Emergency Core. Cooling System (ECCS) actuations that result from an actuation setpoint or from a spurious / inadvertent ECCS signal. The ECCS actuations to be counted are actuations. of the high pressure injection pumps, the low pressure injection pumps, or cold leg safety injection accumulator tanks.
- 2) The number of unplanned emergency AC power system actuations that i result from a loss of power to a safeguards bus.
- 3. Fuel Reliability indicator values are obtained from the lodine-131 activity in samples taken from the Reactor Coolant System following at least three days of steady-state operation. The lodine-131 activity level is adjusted by correcting for the activity of naturally occurring fissionable material in the fuel cladding and by normalizing to the plant's power level, linear heat generation rate, and letdown purification rate. The Fuel Reliability indicator provides indication of fuel defects.
The year-end goal of <.0005 microcuries/ gram is a value that represents zero defects.
- 4. Emergency Diesel Generator Performance measures the unavailability of the r emergency diesel generators. The unavailability factor (UF) is the ratio of the hours the diesels are unavailable to the hours the diesels are required to be available for service divided by the number of trains.
- 5. Auxiliary Feedwater System (AFW) Performance measures the unavailability of the AFW system. The Unavailability Factor (UF) is the ratio of the hours the system was unavailable to the hours the system was required to be available for service and divided by the number of trains.
- 6. High Head Safety injection (HHSI) System Performance measures the unavailability of the HHSI system. The Unavailability Factor (UF) is the ratio of the hours the system was unavailable to the hours the system was required to be available for service divided by the number of trains.
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' SOUTH TEXAS PROJECT SECTION lli -
1995-1999 BUSINESS PLAN - 1995 SECOND TIER PERFORMANCE MEASURES DEFINITIONS NUCLEAR SAFETY
- 7. ' Collective Radiation Exposure is the total effective dose equivalent received 'by all station personnel, including contractors and visitors.
- 8. Industrial Safety Performance measures the ratio of total hours worke'd to the number of accidents for all personnel assigned to the station that result in one or more days away from work per 200,000 man-hours worked. This is recorded as .
lost-time incident rate.
RELIABILITY
- 9. Net Generation measures energy production in terms of megawatt-hours.
Generation used for station and auxiliaries is excluded. Net generation excludes station loads during unit shutdown.
- 10. Annual Capability Factor monitors the progress in unit energy production reliability and provides an overall indication of how well the unit is operated and maintained. Annual Capability Factor is the planned available energy minus the planned and unplanned energy losses divided by the planned available energy. ;
- 11. Unplanned Capability Loss Factor indicator monitors progress in minimizing outage time and power reductions that result from unplanned equipment failures l or other conditions. This indicator reflects the effectiveness of plant programs and practices in maintaining systems available for safe electrical generation.
j Unplanned Capability Loss Factor is unplanned energy loss divided by the planned j available energy.
- 12. Forced Outage Rate is the percentage of time the unit was unavailable due to !
forced outages compared to the time planned for electrical generation. !
Forced Outage Rate (%) = [ Forced Outage Hours /(Forced Outage Hours + Hours on Line)) x 100
- 13. Thermal Performance indicator is the ratio of the corrected design gross heat rate to the adjusted actual gross heat rate. Gross heat rate is defined as the ratio j of total thermal energy produced by the reactor core to the total gross electrical energy produced by the generator during a given time period. ;
- 14. Chemistry Index measures the concentration of key impurities in the condensate ;
steam and steam generators.
- 15. Temporary Modifications are temporary changes to an operating plant structure, system or component, excluding leak repairs.
- 16. Main Control Board instruments Out-of-Service are defined as instruments used in the main control room that cannot perform their design function.
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SOUTH TEXAS PROJECT SECTION lli
.1995-1999 BUSINESS PLAN 1.995 SECOND TIER PERFORMANCE MEASURES
. DEFINITIONS RELIABILITY I
- 17. Inoperable Automatic Functions tracks components that have.an automatic function that does not work and requires operator manual operation (automatic function not working) an:f/or a component that is out-of-service and requires ;
compensatory action by an operator (operator work-around).
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- 18. Unit Availability Following Planned Outages tracks the number of scrams per unit occurring within 60 days after a planned outage. !
1 COST
- 19. Annual Station Production Cost Mils / Net KWH is the ratio of direct operation and maintenance (O&M) expenses and fuel expenses incurred to the net j generation, expressed in mils per net kilowatt-hour. Direct O&M expenses i include only FERC 500 series accounts. Fuel expenses include amortized fuel i and spent fuel disposal fees.
- 20. Station O&M Performance measures actual operating and maintenance expenses versus budgeted operating and maintenance expenses. Fuel costs are excluded. l
- 21. Station . Capital Performance measures actual versus budgeted capital expenditures. Capital fuel costs are excluded.
- 22. Inventory tracks the ability to maintain inventory below $98 Million.
PERFORMANCE
- 23. HL&P and Contractor Staffing measures the total number of HL&P employees at month's end versus the budgeted employee headcount and the number of outage and non-outage non-HL&P personnel at the end of each month, both on and offsite, excluding fixed price contractors. j
- 24. STP Key Area Overtime is the ratio of overtime hours to straight time hours for ,
work control, system engineers, maintenance craft, non-licensed operators and ;
licensed operators. i
- 25. National Pollutant Discharge Elimination System Violations measures the quality of wastewater discharged from the plant in the effluent of various treatment systems. The effluent quality for each treatment system is measured l and compared to several parameters (e.g., oil and grease, total suspended i solids) specified in the permit. An exceedance or violation is reported each time one of these parameters exceeds the specifications.
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- SOUTH TEXAS PROJECT SECTION 111 -
1995-1999- BUSINESS PLAN 1995 SECOND TIER ;
PERFORMANCE MEASURES DEFINITIONS l PERFORMANCE [
- 26. Solid Low Level Radwaste Generation is the volume (three year rolling i average) of solid low level radioactive wastes that has been generated. l
- 27. Liquid Radwaste Effluents measures the cumulative activity (excluding tritium l and noble gases), measured in curies, for liquid effluents released to the Main j Cooling Reservoir, j
- 28. Gaseous Radwaste Effluents measures, in curies, radioiodines and !
radionuclides in particulate form with half-lives greater than eight days released j in gaseous effluents. Noble gas activity tracks the cumulative activity, measured ;
in curies, of noble gases released in gaseous effluents. {
. 29. Overdue NRC Commitments are docketed actions without a NRC commited due date, which are overdue as tracked in the Corrective Action (CAP) database at' l the end of each month. Missed NRC Commitments is the number of items in l the Corrective Action database that are actions with docketed due datec that {
have been exeeded without prior notification to the NRC that occurred during the reporting manW. The number of extensions granted during the month is also t shown.
- 30. Corrective Action Program Effectiveness is a measure of assessing Nuclear Group's performance in identifying root causes and accomplishing corrective -
actions, it is based upon the number of and the average age of Conditions , [
Adverse to Quality s; 145 days. i
- 31. MalW,mnce Work Orders measure the number of incomplete (status 63 or !
less; wtrft orders for corrective and preventive condition reports at the end of each it.anth. Status 63 or less are those work orders that are in planning or have received work start approval. ;
- 32. Preventive Maintenance Deferral Rate is the pencentage of the preventive maintenance items that were not completed as scheduled. j
- 33. Ratio of Preventive to Total Maintenance Man-Hours is the ratio of man-hours ;
expended on preventive maintenance to man-hours expended on preventive and ;
corrective maintenance.
- 34. Plant Parts and Material Availability is a measure of the percentage of planned i work activities that are scheduled to work within the next 30 days that are supported by parts. Consumable Materials Availability is a measure of the ;
percentage of consumable materials available upon request from the Station i inventory, based on requests for the month. ,
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SOUTH TEXAS PROJECT SECTION lli 1995-1999 BUSINESS PLAN 1995 SECOND TIER !
PERFORMANCE MEASURES DEFINITIONS PERFORMANCE
- 35. Plant Modifications This measure shows the number of modification 3 that are actually designed and installed. The overall objective is to rainimize modifications to the plant. All major modifications are part of a 5-year plan to improve safety and reliability and/or reduce operating costs. This is part of the 5-year plan for 1995.
- 36. Nonconforming Condition Status A Nonconformance Condition Report (NCR) is a deficiency in documentation or procedure which renders the quality of an item unacceptable or indeterminate. Nonconformances may include: physical defects, test failures, incorrect or inadequate documentation, or deviation from a prescribed procedure.
- 37. On-the-Job Training Certifications measures the number of maintenance personnel certifications where all prerequisites have been met and an OJT .
certification has been issued.
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- 38. Self Assessment Effectiveness is the number of findings that were not self-identified. These include findings from Nuclear Assurance (CRs), INPO, and the NRC (NOVs).
- 39. Emergency Response Organization Performance measures unresolved internal NRC weaknesses, staff augmentation, site accountability and unresolved self-identified weaknesses.
- 40. Vendor Equipment Technical Information Program Status monitors the number of vendor design documents, manuals, and drawings with greater than 5 open amendments.
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SOUTH TEXAS PROJECT SECTION IV 1995 - 1999 BUSINESS PLAN FOCUS AREA INITIATIVES i
?OCUS AREA: HUMAN PERFORMANCE OWNER: T. H. CLONINGER T he manner in which STP improves work processes, teamwork, and training.
INITIATIVE: D2.1 SPONSOR: D. O. Wohleber Standardize the criteria for administration, control, technical content, and skill level requirements for procedures. f 1
DESIRED RESULTS (EXPECTATIONS): An efficient, consistent procedure process to provide information required to perform tasks. ,
I ACTION PLAN
SUMMARY
- Standardize STP criteria for procedures. Make necessary changes ,
to implement standards. Incorporate standards into governing procedures. Train appropriate personnel. Continuously monitor feedback mechanisms.
PERFORMANCE MEASURES: Verification that identified issues are adoressed, field changes, revision time, training feedback forms, interviews with end-users, procedure feedback forms, and j human perfc,mance errors. !
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PROGRAM ELEMENT NO: H96015 i INITIATIVE: D3 SPONSOR: R. A. Atkisson l Evaluate and revise (as necessary) existing Management L. W. Myers ,
l information Systems (MIS), considering hardware deployment, software selection, database content, and pe'formance monitoring reports.
DESIRED RESULTS (EXPECTATIONS): Improved information System (IS) business processes.
Improved communications between IS and users. Improved IS responsiveness. User friendly, ,
non-redundant databases. Improved software and data integrity. i ACTION PLAN
SUMMARY
- Establish Management information System User Group. Pursue implementation of integrated centralized databases for Local Area Network, mainframe, and PRIME. Develop and support automation and connectivity communications plan. Develop and j i
provide end-user training. Support the Software Quahty Assurance Program. Develop and implement data validation and control program.
PERFORMANCE MEASURES: User surveys, system access, reduction in overlappag databases, Condition Report planning time, and reduction in Condition Reports resulting from software problems.
PROGRAM ELEMENT NO: H95834, H96053, H96054, H96055, H96059 l
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SOUTH TEXAS PROJECT SECTION IV '
1995 - 1999 BUSINESS PLAN FOCUS AREA INITIATIVES INITIATIVE: D6 SPONSOR: M. A. McBurnett identify and implement changes to STP Technical j Specification / Tech Spec Bases and/or STP design needed to reflect design basis, eliminate conflicts and unnecessary requirements, and clanfy meaning.
DESIRED RESULTS (EXPECTATIONS): Consistent and improved Technical Specifications and their bases that are easy to interpret and take advantage of the STP three-train design.
ACTION PLAN
SUMMARY
- Short-term enhancement to be accomplished by evaluation based on significance and ability to make the change promptly. Long-term enhancements to be accomplished by evaluation based on cost / benefit analysis. Technical Specification changes, and design changes will be developed, approved, and implemented as necessary. j l
PERFORMANCE MEASURES: Number of open Technical Specification interpretations, Limiting l Condition of Operation (LCO) entry rate, and Rate of Surveillance Performance.
PROGRAM ELEMENT NO: H95980 IV-2
4 SOUTH TEXAS PROJECT SECTION IV 1995 - 1999 BUSINESS PLAN FOCUS AREA INITIATIVES FOCUS AREA: MATERIAL CONDITION & PLANT OWNERS: L.W.MYERS R.E. MASSE RELIABILITY G. L. PARKEY The manner in which STP maintains plant reliability through improved resolution of equipment problems and housekeeping.
INITIATIVE: F1 SPONSOR: J. R. Fast Reduce backlog of material condition deficiencies to promote K. L. Coates event free, reliable station operation and facilitates continuing control of material condition.
DESIRED RESULTS (EXPECTATIONS): Reduced level of Work Order backlog and improved backlog maintenance.
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ACTION PLAN
SUMMARY
- Implement improved work control on an ongoing basis.
y PERFORMANCE MEASURES: Backlog statistics measured against expected goals. Monitor open Service Requests by craft by unit, as compared to milestunes. Assess schedule performance.
PROGRAM ELEMENT NO: H96016 INITIATIVE: F2 SPONSOR: M. M. Smith Maintain standard industry housekeeping and equipment / structure preservation practices.
DESIRED RESULTS (EXPECTATIONS): Best industry practices in housekeeping by 3rd Quarter 1994. Achieve a world-class coatings preservation status, completing a seven year coatings upgrade project between 1993 and 1999.
ACTION PLAN
SUMMARY
- A multi-year program has been established to ensure plant housekeeping and equipment / structure preservation practices support the STP business plan goals for nuclear safety, cost, and reliability. The action plan consists of improved housekeeping practices, initiation of enhanced plant inspection program, and the implementation of a coatings preservation program.
PERFORMANCE MEASURES: Housekeeping self-assessments.
l PROGRAM ELEMENT NO: H96074 umev IV-3
SOUTH TEXAS PROJECT SECTION IV -
1995 - 1999 BUSINESS PLAN FOCUS AREA INITIATIVES FOCUS AREA: CONTINUOUS IMPROVEMENT OWNER: J. J. SHEPPARD The manner in which STP employees use the techniques of continuous improvements to become a world-class organization INITIATIVE: G1 SPONSOR: K. J. Taplett Develop and validate methodologies for improving business processes in order to manage costs and increase productivity.
DESIRED RESULTS (EXPECTATIONS):
- 1) Nuclear Group uses a standard method for improving business processes that is understood throughout the work force. Use of the standard method becomes policy.
- 2) Work force becomes proficient in using tools to continuously improve work processes on their own so that change can be implemented at the appropriate decision level.
ACTION PLAN
SUMMARY
All continuous improvement efforts become focused through a single manager with direction and oversight responsibilities. Continuous Improvement Model becomes the trial method to improve a selected key business process. Validation of modelleads to policy development and further actions for continuous improvement to become a "way of life".
PERFORMANCE MEASURES: Cost management and productivity improvement.
PROGRAM ELEMENT NO: H9 FAG 1 INITIATIVE: G2 SPONSOR: T. E. Underwood To validate the continuous improvement methodology by applying the model to selected work processes.
DESIRED RESULTS (EXPECTATIONS):The continuous improvement model will be validated for use at STP by applying it to a selected work process. The application of the model will allow for necessary modifications to be made prior to site-wide use.
ACTION PLAN
SUMMARY
- Develop a plan that applies the specific steps in the model to a selected work process. The application of the model will include a process owner, process team, facilitator, and an associated implementation team. The plan will also incorporate necessary training on the model and teamwork concepts, as well as training using problem solving tools.
PERFORMANCE MEASURES: Performance Measures will be developed for work process improvements and cost benefit analyses. These measures will be assessed for their accuracy at the implementation stage of this initiative.
PROGRAM ELEMENT NO: H9 FAG 2 IV-4
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b SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLAN INDEX l
FUNCTIONAL AREA / DEPARTMENT PAGE NUMBER ENGINEERING ,
Nuclear Fuel & Analysis V - 1, 2 Design Engineering V - 3. 4 Systems Engineering V - 5, 6 Engineering Support V-7 ,
Engineering Department Initiatives V-8 NUCLEAR SECURITY V-9 PLANT OPERATIONS / SUPPORT V - 10,11 WORK CONTROL V - 12,13 MAINTENANCE V - 14,15,16 GENERATION SUPPORT Outage Support V - 17 Chemistry V - 18 Health Physics V - 19 Metrology and Radiological Laboratories V - 20 Industrial Safety & Health V - 21 Effluent & Waste Management V - 22, 23 NUCLEAR PURCHASING &
MATERIALS MANAGEMENT V - 24, 25 PLANT PROJECTS & PROGRAMS V - 26, 27 NUCLEAR RECORDS MANAGEMENT SYSTEM
& ADMINISTRATION V - 28 NUCLEAR INFORMATION SYSTEMS V - 29 NUCLEAR TRAINING V - 30 PLANNING & CONTROLS V - 31 NUCLEAR ASSURANCE & LICENSING V - 32, 33 HUMAN RESOURCES Facilities Management V - 34, 35 Access Authorization V - 36
I 4 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES i
FUNCTIONAL AREA / DEPARTMENT: ENGINEERING NUCLEAR FUEL & ANALYSIS FUNCTIONAL AREA OBJECTIVES: l COST
- Control staffing and other O&M expenses to within 97% of original budget. 1
- Plan work to control amount of overtime to s 6%.
- Reduce the cumulative time spent testing during the outages on Rod Drop Testing and Low Power Physics Testing by 30%. ,
- Displace outside vendor analysis by performing in-house analysis worth at least 5400,000. 1
- Complete Dynamic Rod Worth Analysis initiative.
PERFORMANCE l
- Improve communication, teamwork, and feedback to show at least a 0.03 improvement on the l department BCS survey.
- Manage workloads to ensure schedules are met and backlogs do not increase.
- Perform regular self assessments to ensure that problems are self identified and corrected.
- Ensure that personnel performance and engineering products are high quahty and the number of human performance errors are reduced below the 1994 number.
- Develop a shutdown nsk assessment model based on the ORAM computer code. 1
- Complete Engineering Support Quahfication Records for new Engineers in their job position prior to April 1,1995 by December 31,1995. l
- Plan each work activity to minimize personnel dose levels to ALARA.
NUCLEAR SAFETY
- Maintain Fuel Rehabihty Indicator < 0.0005 microcuries/gm.
- Complete Boroflex Testing Initiative. l l
Total Staffing I 1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Baseline Directs Contractors Budget 28 0 $2.4M 1 DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh at 97% budget s 0.15 Maintain Department Overtime s 6%
Staff Management Staffing s 28 Outage Testing Outage Low Power Physics Reduce Cumulative l and Rod Drop Testing Duration by 30%
I PERFORMANCE Organizational Climate BCS Survey a 3.53 Workload Management Actions completed past need s 5% of total work date completed monthly Average age of open SCAO s 30 days CR Investigations Average age of open SCAO s 120 days and station level CAO CR actions Self Assessment Findings not self-identified s 2 per year (NA. ISEG, INPO, NRC)
Complete self assessments a 1 semi-annually V-1 i
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS 4
& THIRD TIER MEASURES FUNCTIONAL AREAfDEPARTMENT: ENGINEERING NUCLEAR FUEL & ANALYSIS PERFORMANCE Personnel Maintain Department ALARA <100 Person MREM performance O Radiological Occurrence CRs Quality CRs due to human 53 performance errors LERs due to Engineering work 0 quality deficiencies Training Complete Position Specific 11 per quarter Continuing Training for all ESP Engineers NUCLEAR SAFETY Fuel Maintain Fuel Reliability < 0.0005 Indicator microcuries/gm t
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SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEP.ARTMENT PLANS
& THIRD TIER MEASURES l
i FUNCTIONAL AREA / DEPARTMENT: ENGINEERING l DESIGN ENGINEERING l
FUNCTIONAL AREA OBJECTIVES:
COST
- Control staffing and other O&M expenses to within 97% of original budget.
- Plan work to control amount of overtime to s 12%.
- Complete 1995 portion of Set point and Scaling Recovery Initiative.
- Complete the Load List and Fuse List Initiatives.
PERFORMANCE
- Improve in the areas of goal setting, performance measures, poor performance correction, and compensation to show at least a 0.04 improvement on the department BCS survey.
- Manage workloads to ensure schedules are met and backlogs do not increase.
- Perform regular self assessments to ensure that problems are self identified and corrected.
- Ensure that personnel performance and engineering products are high quahty and human performance errors are reduced by at least 30% of the 1994 actual.
- Provide high quality plant modification packages to meet the work scope defined in section VI,95% of which do ,iot require revisions due to engineering problems (from 71% in 1994).
- Reduce the number of drawings and vendor documents with > 5 amendments from 15 to 25% below the goals estabhshed for 1994.
- Complete Engineering Support Quahfication Records for new Engineers in their job position prior to April 1,1995 by December 31,1995.
- Plan each work activity to minimize personnel dose levels to ALARA.
RELIABILITY
- Complete the Digital Upgrade Evaluation Initiative.
- Manage issuance and closure of temporary mods to meet a total year end number that is less than half of the 1994 goal.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Contractors Budget 142 0 $13.6M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh at 97% budget s 1.36 Maintain Department Overtime s 12%
Staff Management Staffing s 142 PERFORMANCE Organizational Chmate BCS Survey h 3.42 Workload Management Actions completed past original s 10% of total work due date completed monthly Actions completed past need s 5% of total work date completed Nonconformance Dispositions 2 30 days old s 20 Paper Change DCPs s 30 Average age of open SCAO CR s ?J days investigations Average age of open SCAO s 120 days and station level CAO CR actions V-3
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRb TIER MEASURES FUNCTIONAL ARENDEPARTMENT: ENGINEERING DESIGN ENGINEERING mummmmuummuummmmmum PERFORMANCE Self Assessment Complete self assessments 21 semi-annually Findings not self-identified (NA, s8 ISEG,INPO NRC)
Quality Engineering Documents with s 3% of totalissued discrepancies identified by Document Control or ESD Administration Reduce CRs due to human s 17 performance errors from 24 in 1994 Mod DCPs requiring revision s 5% of totalissued after issue for work due to Engineering quality problems LERs due to Engineering work 0 quality deficiencies Amendments Design Drawings > 5 s 1000 amendments Vendor Drawings > 5 s 75 amendments Vendor Manuals > 5 s 20 amendments ,
Past due Control Room key 0 drawing updates Personnel Maintain Department ALARA < 100 Person MREM performance O Radiological Occurrence CRs Training Complete Position Specific a 1 per quarter Continuing Training for all ESP Engineers RELIABILITY Temporary Mods Maintain Temp Mod (excluding s 20 l leak repairs) !
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SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: ENGINEERING SYSTEMS ENGINEERING FUNCTIONAL AREA OBJECTIVES:
COST
- Control staffing and oder O&M expenses to within 97% of original budget.
- Plan work to control an ount of overtime to s 16%.
PERFORMANCE
- Improve in the areas of goal setting, performance measures, training, and feedback to show at least a 0.05 improvement on the department BCS survey.
- Manage workloads to ensure schedules are met and backlogs do not increase.
- Perform regular self assessments to ensure that problems are self identified and corrected.
- Ensure the: personnel performance and engineering products are high quality and human performance errors are reduced by at least 35% of the 1994 actual.
- Support Maintenance Department Performance Goals to improve plant material condition by limiting MCB/ LOAFS >30 days to 0, reducing non-outage SRs prior to refueling outage to 500 (U1) & 300 (com. &
U2), maintaining PM deferral rate 5 3%, and 95% on-line schedule adherence.
- Ensure that the directions provided in the System Engineer Guidelines are being met including walk downs, health reports, system notebooks, system maintenance monitoring, operator and craft feedback, and system expert certification.
- Complete at least 95% of System Expert Development Plans. ,
- Complete 100% of System Engineering Support Qualification Records for new engineers in their job position prior to April 1,1995 by December 31,1995.
- Plan each work activity to minimize personnel dose levels to ALARA.
- Complete initiative to develop an Inservice Test Program Bases Document.
RELIABILITY
- Improve overall plant performance through System Engineers demonstrating system ownership, accountability, and proactive pursuit of improved system performance and reliability.
- Provide Engineering support to maintain Plant Thermal Performance Indicator 2 99.5% (99.3% after T-hot reduction).
- Implement measures to ensure that the number of components on ASME increased test frequency is less than half the 1994 goal.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors 111 0 $10.8M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE 4 COST Budget Management Mits/Kwh at 97% budget s .63 Maintain Department Overtime s 16 %
Staff Management Staffing s 111 PERFORMANCE Organizational Climate BCS Survey 2 3.42 Workload Management Actions completed past due date s 5% of total work completed monthly Nonconformance Dispositions a 30 days old s 15 Maintain non-outage PM/SR > 2 weeks old s aistories 200 Maintain outage PM/SR histories 0 > 60 days old Average age of open SCAO CR s 30 days investigations .
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SOUTH TEXAS PROJECT SECTION V -
l 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: ENGINEERING l
SYSTEMS ENGINEERING mummmmmmmmumumummmmu nummmmmmmmmmmmmmmmme PERFORMANCE Workload Management Average age of open SCAQ and 5 120 days station level CAO CR actions Maintain Overdue PM feedbacks O Self Assessment Findings not self-identified (NA, s8 ISEG INPO NRC)
Complete self assessments 21 semi annually Conduct assessment of repeat 21 semi-annually equipment failures Quality Engineering Documents with s 5% of totalissued discrepancies identified by Document Control or ESD Admin Reduce CRs due to human s 12 performance errors from 19 in 1994 LERs due to Engineering work 0 quality deficiencies Training Complete action identified on 2 95%
System Expert Development Plans Complete Position Specific 21 per quarter Continuing Training for all ESP Engineers Personnel Maintain Department ALARA < 5.0 Person MREM performance O Radiological Occurrence CRs RELIABILITY Testing Maintain componenets on ASME Unit 1 < 4 increase frequency testing Unit 2 < 4 System Walkdowns Complete System 95%
Walkdowns/ Health Reports within schedule in accordance with System Engineering Guidelines Thermal Performance Plant Thermal Performance 2 99.5%
Indicator 299.3% Post T-hot Reduction V-6
4 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: ENGINEERING ENGINEERING SUPPORT FUNCTIONAL AREA OBJECTIVES: f COST
- Control staffing and other O&M expenses to within 97% of original budget.
- improve station equipment database quality and increase number of validated fields from 81% to at least 90%.
- Complete 1995 scope of the Balance of Plant MPL and the MED/MPL improvement initiatives.
- Complete the 1995 scope of the engineering organization / procedure benchmarking initiative. I
- Manage Nuclear Engineering Department budgets to ensure year end accruals are within 97% of 1995 )
actuals. .
l PERFORMANCE 1
- Improve communication, teamwork, and feedback to show at least a 0.03 improvement on the department BCS survey.
- Manage workloads to ensure schedules are met and backlogs do not increase.
- Perform regular self assessments to ensure that problems are self-identified and corrected.
- Perform fur.ctions necessary to support a strong station configuration management program.
- Provide improved processes and tools to increase Engineering productivity and product quality.
- Manage Engineenng Support Training Program to ensure that Qualification Records are completed for new engineers in their job position prior to April 1,1995 by December 31,1995.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Baseline Total Staffing Directs Contre-tors Budget 36 0 $2.3M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh s 0.15 Staff Management Staffing s 36 PERFORMANCE Organizational Climate BCS Survey a 3.64 Workload Management Actions completed past need s 5% of total work date completed monthly Average age of open SCAO CR s 30 days investigations _
i Average age of open SCAQ s 120 days and station level CAO CR actions MPllMED Open Amendments 0 2 30 days old Self Assessment Complete self assessments a 1 semi-annually Findings not self-identified (NA, s1 ISEG, INPO. NRC)
Procedures Requiring revision > 90 days old s 12 Databases MED Component Validation a 90% J Training Complete position specific 21 per quarter !
continuing training for all ESP Engineers V-7 I I
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: ENGINEERING PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER COST INITIATIVES H9SSDA S3fe Shutdown Analysis Reconfiguration 494 SG Cost Reduction Measures 494 H9SGLX Safe Shutdown Down Analysis for Mode S&6 494 H9SSDS Data Driven Expert System Development 499 H9EXPS Setpoint & Scaling Recovery 496 H9 CALC Benchmark Nuclear Engineering 499 l H9BMNE Labeling Walk down 499 H9LABW BOP MPL 499 H9MPLB
~
MED / MPL Improvements 499 H9DAIC Upgrade Load List 496 H9 LOAD Upgrade Fuse List 496 H9 FUSE Dynamic Rod Worth Analysis 932 H9ENGB SAFETY INITIATIVES
! Boraflex Testing / Fees. Unit 2 932 H9NFAG Performance Demonstration Initiative 494 H9XPDI RELIABILITY INITIATIVES Digital Upgrades 496 H9DIUP Maintenance Rule Support 494 H9DMRS Maintenance Rule Support 496 H9DMRS Reactor Coolant Pump Motor Refurbishment 488 H9RCPR PERFORMANCE INITIATIVES STPs 1995 share of EPRI Co-Funding Agreement for the 932 H9NAFH EPRI Boraflex User's Group inservice Test Program Bases Document 493 H91SBD Systems Expert Training 488 N9 EXPT Systems Expert - ODPS Training 489 H90DPS Reliability Engineering Advanced Training 493 H9 ADVT Westinghouse Project Management 868 H9WPRO V-8
9 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR SECURITY FUNCTIONAL AREA OBJECTIVES:
SAFLITY
- Provide direction to the Contract Security Force.
- Oversee all aspects of the Security System Upgrade.
- Ensure physical security of the Station is maintained as outlined in the Nuclear Security Licensing d >cuments.
mmmmms 5:5 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing PLAN. Contractors Budget 20 207 $8.1M mummmmmm DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Management Mils /Kwh 5.49 Staffing s 20 Security Contractor Overtime <10%
Secunty Contractor Attrition <2%
Compensatory Hours s 5000 Hours /mo.
PERFORMANCE Organizational BCS Survey a 3.36 Climate Workload Security Service Requests s 50 Management Requests /mo.
Loggable Security Plant Personnel Errors s 10 Events /mo.
Events Security Force s 4 Events /mo. l Monitor Excessive Alarms (Door Timeout & Intrusion) s 250 Alarms /mo. l Activity i l
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASUES FUNCTIONAL AREA / DEPARTMENT: PLANT OPERATIONS / SUPPORT -
FUNCTIONAL AREA OBJECTIVES:
PERFORMANCE
- Operate both units safely and efficiently in full compliance with Technical Specifications and other regulatory requirements.
- Enhance the quality of the operating procedures and ensure their implementation in a timely manner.
- Maintain an adequate number of trained operators for assuming shift duties (with proper consideration for the time spent during requalifications training, vacations, holidays, etc.).
- Improve organizational effectiveness by improving teamwork and communications.
SAFETY
- Operate the condensate polishing system safely and effectively to ensure secondary side chemistry is optimized.
- Operate the radioactive and non-radioactive liquid waste processing system such that effluent and solid waste are minimized.
- Provide prompt and effective response to fires and chemical spi!!s.
RELIABILITY
- Produce sufficient quantities of high quality demineralized water to support plant operations.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing Budget PLAN: Contractors 254 0.5 $22.37M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Mils /Kwh s 1.50 Operator Overtime s 12 %
Staffing s 254 PERFORMANCE BCS Survey 2 3.4 Operational Human Errors s 3/10,000 mhr Unplanned ESF Actuations 0 (Human Error)
Automatic Reactor Trips s 1 Per Unit
- of Condition Reports due to s 5 Per Unit ECO Preparation / Execution Average Age of Open SCAQ s 30 Days investigations Average Age of Open Procedure s 120 Days Feedbacks
- of Management Observations of 2 60 Training SAFETY Liquid Rad-Waste Minimization Effluent Volume Gallons s 7M V - 10
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS ,
& THIRD TIER MEASUES FUNCTIONAL AREA / DEPARTMENT: PLANT OPERATIONS / SUPPORT RELIABILITY Condensate Polisher Cation Bed Gallons / Bed 2: 33M Usage Bed Effluent !
Conductivity < 0.009 Demineralized Water Usage Gallons / Day !
s 230,000 DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: PLANT OPERATIONS / SUPPORT PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9PLBL Plant Labeling Project 866 H9 PROS Surveillance Procedure Upgrade 866 H95COI Operations Procedure Enhancement 836 1
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: WORK CONTROL s
FUNCTIONAL AREA OBJECTIVES:
COST
- Position Work Control to attain 33% reduction in TOTAL Work Control staff by year end 1997 through work process improvements, including a 15% reduction in HL&P staff from 103 in 1994 to 88 in 1999.
- Support schedule during Unit 1 and 2 refueling outages utilizing the resources from Work Control / Scheduling group.
PERFORMANCE
- Provide work package planning to support approved work schedule.
- Develop work schedules to support plant needs and resource availability.
- Provide support to Operations, Maintenance, and other organizations in resolving restraints to successful work performance.
- Provide performance measurement reporting for Maintenance and Work Control.
- Provide tracking and status of all work packages.
- Manage overall work control process to achieve desired schedule adherence and maintain targets.
- Provide chairperson for facilitating Daily Communication and Teamwork Meeting Prepare and distribute the agenda.
- Continue improvements in Work Package quality and efficiency.
- Complete work planning for 2REO4 by April 30,1995.
- Maintain 95% schedule compliance while continuing SR reduction efforts.
- Implement training for Work Control personnel to enable process improvements.
- Complete IMPACT familianzation training and transition to new computer system.
RELIABILITY
- Continue PM optimization effort to facittate efficient maintenance and improve equipment performance.
Extend effort into 1995 and finish in 1996 (contractor head count = 6).
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing Budget PLAN: Contractors 97 10 $9.11M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Overtime < 5% Non-Outage Mils /Kwh 5 .54 Staffing s 97 PERFORMANCE Organizational BCS Survey Unit 1 Climate Recognition 2.98 Feedback 3.17 Training 3.73 Maintain above average in all other areas Unit 2 Training 3.83 Maintain above average in all other areas Quality Plant Trips due to schedule 0 issues or work package instructions V - 12
l SOUTH TEXAS PROJECT SECTION V l
1995-1999 BUSINESS PLAN DEPARTMENT PLANS i
& THIR6 TIER MEASURES
)
i FUNCTIONAL AREA / DEPARTMENT: WORK CONTROL l PERFORMANCE Quality ESF Actuations due to schedule 0 issues or work package instructions Unanticipated Events due to O schedule issues or work package instructions SPRs root cause due to human s 1/10,000 mhrs error from scheduling / planning Schedule Unit Common (0) Condition s 200 Year-End Reports (Work Orders) l Unit 1 Department Condition s 500 Non-Outage Reports (Work Orders) Year-End
< 300 Non-Outage before 1REOS Unit 2 Department Condition s500 Non-Outage Reports (Work Orders) Year-End
< 300 Non-Outage before 2REO4 Maintenance Schedule 90% Weekly Compliance index PM Deferral Rate U1 s 3%
U2 s 3%
Preventive to Total Maintenance U12 55%
Ratio U2 a 55%
Training Training Attendance 2 98 %
Planners to attend Training 5%
Production Primary Planner Manhours per s 6 mhrs Condition Report Development Self Assessments a 16 Assessments Number of findings not self- s2 identified SAFETY Industrial Health & Lost Time Accidents O Safety Safety Violations 0 First Aid Cases s1 l
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: MAINTENANCE FUNCTIONAL AREA OBJECTIVES:
COST
- Provide quality corrective and preventive maintenance in the most effective method to utilize the maintenance resources.
PERFORMANCE
- Complete successful short outages.
- Cultivate a well-trained work force incorporating employee involvement and the internalization of quality.
- Develop supervisory capabilities to maximize employee utilization and personnelimprovements.
- Maintaining a working environment which promotes employee empowerment in completing tasks.
- Promptly responding to priority 1 & 2 work orders (Department Condition Reports).
. Optimize the Rover / Minor Maintenance process to improve unit rates and maximize the use of our training
. program.
- Improve efficiencies and communications between Operations, Maintenance and Engineering procurement with an integrated common database.
RELIABILITY
- Improve and maintain the materiel condition of the Plant while reducing the backleg in a safe and reliable manner.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors 379 15 $36M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh s 3.34 Develop, monitor, and control Maintain annual expenditures expenditures s 95%
of authorized expenditures ,
Overtime < 25% during 2 outage years Staffing s 379 PERFORMANCE Organizational Climate BCS Survey h 3.57 Personnel improve employee development Develop individual Development through feedback, coaching, and Development Action training Plans Maintain and review Supervisory Logs Conduct quarterly feedback sessions with employees Establish a rotation plan within the Units 1 and 2 Maintenance Departments Self Assessments Number of findings not self- 52 identified Number of self-assessments a 16 V - 14
4 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: MAINTENANCE
-- mummmmmmmmummmmumumm PERFORMANCE Training and Timely certification of personnel OJT/OJE completed Certification upon completion of technical within 6 months of training initial training Quality Trend Human Performance < 2 Errors /10,000 errors mhrs Personnel improve employee relations Reduce grievances by 25%
Commitment Timely completion of 0 Overdue, Management commitments: NRC, INPO, Meet 100% of QA/QC, ISEG, CAP, etc. Commitments (Corrective Actions) on time, or within the appropriate milestone Cond: tion Reports investigations complete s 30 days 0 overdue Schedule Unit Common (0) Condition s 200 Year-End Reports (Work Orders)
Unit 1 Department Condition s 500 Non-Outage Reports (Work Orders) Year-End
< 300 Non-Cutage before 1REOS Unit 2 Department Condition s 500 Non-Outage Reprots (Work Orders) Year-End
< 300 Non-Outage before 2REO4 !
Maintain PM deferra! rate s 3% .
Maintain Preventive to 2: 55% !
Corrective Maintenance ratio j Maintain on-line schedule > 90%
adherence improve WO, PM, and ST unit 15%
rates .
l Establish and monitor repeat <1%
maintenance indicator Non-outage work orders 95%
completed within 24 weeks of initiation increase utilization of minor 20%
maintenance (x % of total maintenance activities)
SAFETY Industrial Safety Lost time accidents O Performance Safety violations < 3 per cuarter I
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTIONAL AREAIDEPARTMENT: MAINTENANCE PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9RCPR Reactor Coolant Pump Motor Refurbishment 841 j H9RCPR Reactor Coolant Pump Motor Refurbishment 941 I
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' SOUTH TEXAS PROJECT SECTION V l 1995-1999 BUSINESS PLAN DEP.ARTMENT PLANS !
& THIRD TIER MEASURES l
FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT OUTAGE SUPPORT FUNCTIONAL AREA OBJECTIVES:
COST
- Conduct cost reassessment of modification process and contractor staffing levels.
PERFORMANCE
- Develop and implement personnel training plans to enable process improvements.
SAFETY
- Enhance refueling outage safety.
RELIABILITY
- Reduce outage durations and increase plant reliability.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing PLAN: Contractors Budget ;
29 53 56.7M l DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL l DEPARTMENT MEASURE COST Budget Management Mills /Kwh s 0.36 l Staffing s 29 PERFORMANCE Organizational BCS Survey - Training 3.68 Climate Schedule Refueling Outage Durations (Unit Off s 55 Day ,
Line) Durations SAFETY Industrial Safety Lost Time Accidents O Performance Nuclear Safety Unplanned Safety System Actuation 0 ;
1 during refueling outage (Defense in Depth Outage) Scheduled Shutdown Risk Based Events DEPARTMENT INITIATIVES FUNCTIONAL AREA IDEPARTMENT: GENERATION SUPPORT OUTAGE SUPPORT PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9RCPR Reactor Coolant Pump Motor Refurbishment 925 H90P10 ORAM Technology 867 V - 17
SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT CHEMISTRY FUNCTIONAL AREA OBJECTIVES:
PERFORMANCE
- Maintain an effective continuous improvement process network of assessments, personnel development, monitoring and subsequent corrective action.
- Develop, implement, and maintain chemistry programs to comply with all applicable regulations, procedures, and industry standards.
SAFETY
- Operate plant systems assigned to Chemistry in an efficient and safe manner that ensures the protection of public and employee health and safety.
- Maintain an awareness of plant chemistry conditions so that changes are promptly assessed and appropriate actions are implemented.
- Utilize our expertise to provide STP Management and employees with the information and guidance needed to minimize harmful effects of adverse chemistry conditions on plant systems, to support long-term reliability of plant equipment, and to minimize in-plant radiation fields and release of radioactivity to the environment.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Baseline Total Staffing Directs Contractors BucMt 50 0 $4.02M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Staff Management Staffing s 50 1 l
improve Cost Mils /KWH (Budget / Target Net s 0.34 l Effectiveness Generation) !
Overtime Utilization % of Total Hours s 11 %
PERFORMANCE Organizational Climate BCS Survey 2 3.15 Quality Human Error 55/10.000 mhrs RELIABILITY Optimization of Plant Industry Chemistry Index s 1.1 Chemistry Optimization of Sodium % Availability 2 90 %
Hypochionte injection System Optimization of Driving iron Concentration in s5 ppb Chemistry Parameter Feedwater Analytical Quality Percentile rank in PWR Interlab Upper 50%
QA Program Optimize Management % Instrument 2 90 %
of On-Line Instruments Reliability / Operability Optimize Management % Instrument 1 90 %
of Analytical Reliability / Operability l Instruments l
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SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEP.ARTMENT PLANS
& THIRD TIER MEASURES l
FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT HEALTH PHYSICS FUNCTIONAL AREA OBJECTIVES:
COST
- Improve work practices and plant material condition to perrr.it reduction of long term contractor personnel.
PERFORMANCE
- Develop, maintain, and implement our program to comply with all applicable regulations / procedures.
- Maintain an awareness of plant radiological conditions so that changes are promptly assessed and appropriate controls implemented.
SAFETY
- Utilize our expertise to provide STP management, employees, and visitors with the information, guidance, and equipment needed to minimize radiation exposure. 1
- Involve work force in reducing total station radiation exposure. !
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffirig j PLAN: Contractors Budget 69 10 $5.67M l
DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE !
l COST Budget Management Mils /Kwh s 0.32 Reduce long term # of Contractors s 10 l contractor head count )
Budget Management Staffing s69 Ovtrtime Utilization % of Total Hours $22%
)
PERFORMANCE Organizational Climate BCS Survey 2 3.53 Solicit Worker input to ALARA Suggestions >80 ALARA Program Quality Human Error $5/10.000 Mhrs SAFETY Maintain divisional % of Station Total Radiation Exposure <18%
exposures ALARA Maintain Plant Total Contaminated Square Feet <3,300 per unit Radiological Cleanliness Provide Adequate Skin Contamination per 10,000 < 1.4 Contamination Controls Radiation Controlled Area Hours DEPARTMENT INITIATIVES ,
i FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT HEALTH PHYSICS PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9RPRS HP SDI-Source Term Reduction 865 j F9RPRY Reduce manhours to maintain respiratory equipment 865 1
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SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS i
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT METROLOGY & RADIOLOGICAL LABORATORIES DIVISION FUNCTIONAL AREA OBJECTIVES:
COST
- Operate the Metrology & Radiological Laboratories Division in a satisfactory manner at the lowest possible cost.
PERFORMANCE
- Improve management practices for individual and organizational performance.
SAFETY
- Maintain radiological instruments in an accurate, serviceable, calibrated status to promote plant and personnel safety.
- Maintain employee radiation exposure to ensure ALARA.
- Monitor radiological environmental exposure to the public. '
RELIABILITY Maintain a sufficient quantity of Measuring & Test Equipment in a serviceable, calibrated status to support ,
plant performance activities. l 1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors 31 0 $2.49M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE l
COST Budget Management Mils /Kwh s 0.19 Overtime Utilization % of Total Hours s8 Staff Management Staffing s 31 PERFORMANCE Organizational Climate BCS Survey 2 3.50 Quality Human Error s5/10.000 mhrs SAFETY Radiological % analyzed within 30 days of 2 98 Environmental collection Monitoring Program Sample Analysis RELIABILITY Measuring & Test % of Total Quantity 2 95 Equipment Availability Radiological Instruments % of Total Quantity 2 95 Availability Countroom Equipment % of Operational Time -
2 85 Availability
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SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT INDUSTRIAL SAFETY & HEALTH FUNCTIONAL AREA OBJECTIVES:
COST
. Operate Industrial Safety & Health Division with the lowest possible overtime.
PERFORMANCE Continuously maintain individual and organizational performance above the station BCS goals.
SAFETY
- Manage and administer the Industrial Safety Program and ensure the program is effective and in compliance with government regulations and recommendations from the Occupational Safety & Health Administration, Nuclear Regulatory Commission, and the Environmental Protection Agency, in regards to personnel safety and fire protection.
- Maintain employee radiation exposure to ensure ALARA.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing Budget PLAN: Contractors 20 21 S2.65M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh 5 0.16 Staff Management Staffing s20 Reduce Fire % of Man-Hours s20 Protection Testing Reduce Firewatch Staffing s5 Headcount Overtime Utihzation % of Total Hours $6 j PERFORMANCE Organizational BCS Survey 2 3.81 Climate Quahty Human Error s 5/10.000 mhrs Manage and OSHA Citations 0 Administrate Program SAFETY industrial Safety Lost Time incident Rate s.03 f Performance l
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V - 21
SOUTH TEXAS PROJECT SEC 710h V -
1995-1999 BUSINESS PLAN DEPARTMENT r2 LANS l
& THIRD TIER MEASURES i l
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FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT EFFLUENT & WASTE MANAGEMENT FUNCTIONAL AREA OBJECTIVES:
COST Maximize resource (s) utilization to achieve cost reductions associated with radioactive and nonradioactive waste disposal, streamlined operations and prudent implementation of regulatory requirements.
- Operate the Effluent & Waste Management Division within the approved budget using the lowest possible I overtime. ,
PERFORMANCE l
- Improve managedal and supervisory practices to facilitate inr,ividual t,nd organizational performance. l SAFETY
- Ensure radioactive effluent releases made to the environment ait minimized to the maximum extent possible.
- Monitor employee radiation exposure to ensure ALARA.
RELIABILITY
- Improve waste minimization practices, explore advanced curie reduction techniques and implement innovative environmental management practices.
m imummm 1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Baseline Total Staffing Budget Directs Contractors 13 1 $1.22M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mits/Kwh s0.45 Overtime Utilization % of Total Hours s6 Staff Management Steffing s13 PERFORMANCE Organtational Climate BCS Survey 23.7 Quality Human Error s5/10.000 mhrs bAFETY Minimize Solid Low Ft2/ Unit s10,000 Level Radwaste Generated (ro' ling 3 yr average)
Minimize Liquid Curies /Urit s 0.6 Radwaste Effluents Minimize Gaseous Microcuries lodine / Particulate s120 Radwaste Effluents j, Curies Noble Gas s120 Minimize Discharge of NPDES Violations s3 Pollutants Hazardous Waste Gatlons <5,000 '
Generation !
t V - 22
4 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: GENERATION SUPPORT EFFLUENT & WASTE MANAGEMENT PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9ENVS Site Environmental Remediation 838 H9ENV1 Hazardous Waste Minimization 838 H9ENV6 Potable Water Distribution System 838 H9ENV7 Hazardous Waste Minimum / Solvent Recovery Equipment 836 H9ENV4 Environmental Protection 838 l
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V-23
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES .
l FUNCTIONAL AREA / DEPARTMENT: NUCLEAR PURCHASING & MATERIALS MANAGEMENT l
FUNCTIONAL AREA OBJECTIVES:
COST
- Maintain an economic investment in inventory.
- Maximize material recovery of unserviceable, surplus, scrap and obsolete material.
- Maintain accurate, timely and cost effective records of procurement and inventory transactions.
- Procure and obtsin the right materials, at the right time, at the best value to support the safe, reliable and cost effective operation of the plant.
PERFORMANCE
- Provide Contract Services in a timely, cost effective, and risk appropriate manner for the station.
- Receive, inspect package, label and store materials in a safe, reliable and cost effective manner. 1
- Maintain materials in-storage in a safe, reliable and cost effective manner, j
- !ssue the right material to the right place at the right time in a safe, reliable and cost effective manner.
- Perform all job functions in a safe and reliable manner.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing PLAN: Contractors Budget 84 0 $5.09M I i
DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE _
COST Mils /Kwh s 0.44 A154 !;wentory Value s $100M !
Overtime s 20.4 Repairs-Cost Benefit Savings Cost of 2 35%
Repair vs. Purchase Price incurred Costs vs. s $9.7M l Budget (O&M/CLD)
(Baseline & Above Baseline)
PERFORMANCE BCS Survey 2 3.30 Staffing Reduce by 1 for '95 Outstanding Commitments Overdue 0
% inventory Available for issue 2 98 % ;
(Quantity)
% of issues that Meet User Need 195%
Dates Contracts Processing Efficiency 510 Requisitions on Purchasing Department (RPDs)
Vendor Performance 2 86%
Effectiveness of Transmitting Quality 100 % ,
PO Records to RMS l
Inventory Accuracy 2 95%
by Quantity Month &
YTD i Material Receiving & Storage 2 99.90%
Effectiveness V - 24 i
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR PURCHASING & MATERIALS MANAGEMENT PERFORVANCE Perform Department Self Assessment 1 Complete by 12/31/95 SAFETY Lost Time Accidents 0 l
DEPARTMENT INITIATIVES FUNC*iiONAL AREA / DEPARTMENT: NUCLEAR PURCHASING & MATERIALS MANAGEMENT PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9RCPR Reactor Coolant Pumr Motor Refurbishment 081 1
l V - 25
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES I
l 1 FUNCTIONAL AREA / DEPARTMENT: PLANT PROJECTS & PROGRAMS FUNCTIONAL AREA OBJECTIVES:
COST
- Manage assigned projects within approved budget and schedule.
PERFORMANCE
- Provide planning and r a aduling functions to Design Engineering and Support Services.
- Provide technical schecaling support to other scheduling organizations.
- Provide timekeeping and performance measurement information to the site.
- Provide Integrated Site Schedule in support of the STP Business Plan and Change Review Board. l
'a j 1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing PLAN: Contractors Budget 32 0 $3.01M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mils /Kwh :s;0.18 Staffing 32 Departmental Overtime 3%
Departmental Budget 2% Underrun PERFORMANCE Organizational BCS Survey >3.81 Performance Self Assessment improve implementation of the Develop an overall Developmental Appraisal Plan (DAP). implementation Ensure each employee knows when scheduie various phases of the Plan are to occur. Improve implementation of Department Goals into the DAP.
Complete Self Assessments 21 per year Workload Implement the Artemis Project Complete Management Management Software conversion of all site scheduling organizstions to the Artemis program Develop performance measurement Performance tools for Maintenance. craft and Work measurement Control Center planneta tools completely developed and implemented.
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V - 26 '
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SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTIONAL AREAIDEPARTMENT:' PLANT PROJECTS AND PROGRAMS PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9ARTM UNIX Based Plan / Schedule Software implementation 863 H9RCPR Reactor Coolant Pump Motor Refurbishment 864 H9ENDG Non-Safety Related Diesel Installation 864 H9CNDG H96053 Data Consolidation Project 864 M93046 Security Modifications 864 H96129 CAP Enhancements 864 M91023 Fire Detection Modifications 864 M91024 M91021 Site Integrated Computer 864 M91522 Steam Generator Replacement Project 864 H9SAMP Severe Aeddent Management Project 864 l
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SOUTH TEXL PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR RECORDS MANAGEMENT SYSTEM &
ADMINISTRATION FUNCTIONAL AREA OBJECTIVES:
COST
- Provide quality and cost effective site services and products in the areas of reprographics, mail services, micrographics, word processing, timekeeping and graphics design.
PERFORMANCE
- Develop and maintain systems and procedures in compliance with regulatory and corporate requirements for processing and centralization of records / documents for STP.
- Establish a records retention schedule on all records and correspondence initiated or received by STP.
- Establish and maintain the safeguards program to meet regulatory requirements.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing Budget PLAN: Contractors 92 13 $5.2M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Mils /Kwh s.36 Reduce Controlled Document 2 100 Stations by 20%
Staffing s 92 Conversion of hard copy records 2 167,000 to optical disk Reduce annual copier volume s 3.200,000 PERFORMANCE BCS Survey 23.42 Electronic Procedures 2 500 Complete conversion / cleanup of June 1995 prime documents i
V - 28
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l SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREAIDEPARTMENT: NUCLEAR INFORMATION SYSTEMS FUNCTIONAL AREA OBJECTIVES:
PERFORMANCE
- Provide quahty process support and value added decision support information to deliver and sustain high quality information technology to its customers.
Provide a central point through which all customers requests are identified and resolved.
- Focus on customer needs and develop overall plan to address.
RELIABILITY
- Focus on the health and planning for all NIS Systems and proactively address current and future system requirements.
FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Totaf Staffing Budget Contractors 68 1 $6.61M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Mils /Kwh s .61 Staffing Decrease Baseline by 5 Overtime s 10% _
PERFORMANCE BCS Survey 2 3.2 Develop service level agreements Three agreements in to key customer departments. place by 12/31/95 Absentees s 2%
Schedule System Availability 2 99.5%
DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR INFORMATION SYSTEMS PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9CSAR Computer Service / Acquisition Requests 960 H9ARTM UNIX Based Plan / Schedule Software implementation 863 V-29
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR TRAINING FUNCTIONAL AREA OBJECTIVES: )
l PERFORMANCE l
- Assist with the identification of training needs through the conduct of organizational and job / task analysis. ;
- Develop and implement training activities, including Management Development training within the Nuclear j Group. l
- Monitor revisions in policies and procedures, organizational structures, commitments, and/oi product design l for changes affecting job requirements and training content; notify management of required revision. ,
- Establish program objectives using technical input from Nuclear Group departments. I
- Develop, supervise, or assist, as appropriate, in the development of training materials.
- Establish and maintain training schedules.
Assist Nuclear Group management in the selection, training, and certification of instructors.
- Evaluate, recommend, procure, and/or coordinate vendor or consultant training programs and personnel. 1
- Evaluate or provide assistance in evaluating the effectiveness of training.
- Coordinate STPEGS educational activities including the Educational Assistance program and the University of Maryland Program.
- Review the continued relevance of training on a periodic basis with appropriate management.
- Coordinate the maintenance of accreditation for all programs requiring INPO accreditation.
1995 FUNCTIONAL AREA STAFFING HL&P Directs Baseline Total Staffing Budget ;
PLAN: Contractors '
i 92 10 $5.6M j i
DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE ,
I COST Mils /Kwh O&M s 95% l Capital s 95 % l Staffing 92 Employee Retention h 97%
Overtime < 3% .
PERFORMANCE Training LERs s2 BCS Survey 3.24 NTD Open CRs 0 h 140 days Commitments Overdue 0 h 30 days DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR TRAINING PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H90 PSI LOT 911C Operator Upgrade Classes 850 H9MADI Electrical Training Certification 851 H9MACI Apprentice Training Currently in Process 851 l l
H9SIMU Simulator Operations and Upgrade 879 V - 30
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREAIDEPARTMENT: PLANNING & CONTROLS FUNCTIONAL AREA OBJECTIVES:
COST
- Provide Line Management support and Management information to allow cost control. 1 PERFORMANCE
- Conduct liaiscn with Project's Owners and support requests.
- Support rate case and Regulatory.
- Produce Business Plan. Performance Measures Report and coordinate Benchmarking.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors 30 0 $1.3M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Budget Management Mits/Kwh s 0.11 Staff Management Staffing s 30.0 Budget Performance Predict End-Of-Year s 0.5% 1 Expenditures (
l Budget Performance Overtime s 4% '
Alternate Work Absentee Rate s 15 Hours / Quarter ,
Schedule Evaluation l l
PERFORMANCE Organizational Climate BCS Survey 2 3.70 '
Quality of Work # Of Errors O Efficiency Business Plan issue Current Year Plan by October Track Business Plan Complete Monthly Performance Performance Measures Report by 15th of each month Accounts Payable Referral Tumaround Monthly Average s 10 Performance Calendar Days Cost Center (CC) Errors s $50.000 per CC Regulatory /Litigaten # of Requests For information 0 Support Overdue l
1 1
DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: PLANNING AND CONTROLS PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9SOIC SOi Congressional Inquiries 973
[
V - 31
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES i
FUNCTIONAL AREA / DEPARTMENT: NUCLEAR ASSURANCE & LICENSING FUNCTIONAL AREA OBJECTIVES:
COST
- Reduce insurance costs and/or improve coverage.
PERFORMANCE
- Support station activities to facilitate being off the NRC Watch-List by 02-15-95.
- Effectively communicate with line organizations and; regulatory and off-site agencies.
- Address identified weaknesses in the 1994 BCS Survey.
- Adequately support Resident and Visiting NRC inspections. i
- Ensure submittals to the NRC are accurate and timely.
- Maintain the UFSAR and Technical Specifications consistent with customer needs, station design basis, and regulatory requirements. l
- Effectively manage commitments made to the NRC.
Facilitate the involvement of South Texas Project as a significant participant in Owner's Groups and Nuclear Industry Groups. i
- Develop, implement, and maintain Operations Quality Assurance Program documents. l
- Provide management overview and programmatic interpretation and direction to Operations Quality Assurance Program participants.
- Perform audits, surveillances, and monitoring to verify that HL&P, contractors, and suppliers (as appropriate) are in compliance with the Operations Quality Assurance Program.
- Effectively coordinate with Line Organizations to identify corrective actions to avoid significant plant events which are preventable by proper use of Industry Operating Experience.
- Conduct timely evaluations of industry operating experience information for station applicability.
- Perform evaluations and analyses of station corrective action effectiveness.
Direct the activities of the Corrective Action Program.
SAFETY Maintain an effective on-site Emergency Response Organization.
- Develop an integrated multi-hazard Response Program, encompassing nuclear, hazardous material and severe weather hazards in accordance with forthcoming FEMA requirements.
RELIABILITY
- Perform technical assessments of engineering, operations, maintenance and testing activities to ensure continued maintenance of technical adequacy and consistency of the plant with the design and licensing basis.
l Plan and perform appropriate inspections and tests of materials and equipment at STPEGS and at vendors' facilities.
l 1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Baseline
- Total Staffing MO.=n%%77fgg"gggy Directs Contractors Budget 117 1 $11.2M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE
_g COST Budget Management Mills /KWH 41.96 Insprance Costs Cost reduction of at least 5% in ANI base and excess property insurance as compared to 1994
< 4.5%
Paid Overtime PERFORMANCE Department / BSC Survey Meet or exceed 1995 Individual station average in Perforr9 selected areas V - 32
1 SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR ASSURANCE & LICENSING -
PERFORMANCE Commitment Overdue NRC Actions < 5 per month Management Missed NRC Commitments 0 STP Industry Participation involvement in EPRI Sub- Double the number of Committees and Target STP personnel Steering Committees involved STP share of EPRI Tailored Obtain > 90% of Collaboration Funding available funds integrated Multi-Hazard Plan Development and Establish benchmark Response Program implementation and develop draft implementation plan Establish needed outside organizational interfaces Complete upgrade to the Severe Weather Plan and begin drills / tabletops Conduct Customer Customer Survey Results improved customer Survey and Implement survey feedback j improvement Plan i l
Plant impact Evaluations Completed Evaluations >90% within 60 days ;
of receipt Graded and Performance Develop Plan and Implement On schedule with Based QA Program Per Schedule issued OOAP Update NRC Inspection Support Unresolved items s 1 Unresolved item ,
per 1,000 inspection 1 hours1.157407e-5 days <br />2.777778e-4 hours <br />1.653439e-6 weeks <br />3.805e-7 months <br /> I l
Timely and Accurate NRC Requests for extensions to s5 Submittals Licensee Event Report, Notice of Violation, Generic Letter, and l&E Bulletin submittals NRC requested revisions to s2 !
Licensee Event Reports and l responses to Notices of l Violations, Generic Letters and l&E Bulletins UFSAR/ Technical Approved UFSAR Change incorporation into the Specification Notices ACN Manual within two Maintenance weeks of approval Technical Specification s 30 Interpretations Technical Specification improved Technical Draft Improved improvement Program Specifications Technical Specifications ready for final review l
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V - 33 l
SOUTH TEXAS PROJECT SECTION V -
1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTIONAL AREA / DEPARTMENT: NUCLEAR ASSURANCE & LICENSING SCOPE / DESCRIPTION COST CENTER PROGRAM ELEMENT Develop Performance Graded QA Program 957/953 H9NASI H9RCPR Reactor Coolant Pump Motor Refurbishment 953 H9NOCC PDI Qualifications 954 H9NOCD Modify / Replace NDE Equipment 954 H9NOCO NDE Inspection Equipment 954 H9 SUPT Special Government Review Support 936 H9EFIO Emergency Response Facilities Upgrade 933 H9TOXT Toxic Tort Litigation 962 V - 34
i
. 1 SOUTH TEXAS PROJECT SECTION V i 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES I l
FUNCTIONAL AREA / DEPARTMENT: HUMAN RESOURCES FACILITIES MANAGEMENT FUNCTIONAL AREA OBJECTIVES:
PERFORMANCE
- Provide facility maintenance and minor modifications of non-power block buildings.
- PrrMde housekeeping functions.
P:oviCe moving services between site locations.
- Provide heavy equipment maintenance (e.g., heavy trucks, cranes, tractors, etc.)
- Provide maintenance and administration support for s"' transportation (e.g., automobiles, pickup trucks, vans, all terrain vehicles, etc.)
- Perform activities in support of new facilities, facility ...odification, expansion, renovation or demobilization.
- Provide animal management and pest control services.
- Provide food service and building janitorial contractors.
- Provide maintenance of roads and grounds. including reservoir.
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors 39 0 $1.69M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Effective Cost Mils /Kwh 0.36 Management Strategies Staffing s 39 Reduce resource requirements Target 5% O&M materials / supplies under-run i
PERFORMANCE Organizational BCS Survey 2 3.47 Climate Customer Satisfaction Customer Satisfaction Survey improve results by 3%
Building Maintenance Request to Completion Requests > 30 days Response Time < 25% of total Work Orders > 30 Work Orders >30 Days to Total 25% of total monthly days old Work Orders work orders Develop Internal Organize employee teams to implement three initiatives to improve recommend performance initiatives Employee Job improvement inititiatives Performance Condition Report Performance by due date No overdue reports investigations SAFETY Reductic;i of injuries # of injuries 1995 v.1994 Reduce by 5%
V - 35
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT INITIATIVES FUNCTONAL ARENDEPARTMENT: HUMAN RESOURCES i FACILITIES MANAGEMENT PROGRAM ELEMENT SCOPE / DESCRIPTION COST CENTER H9RCPR Reactor Coolant Pump Motor Refurbishment 789 H9 FACI Employee Support Facility 789 l
V - 36
SOUTH TEXAS PROJECT SECTION V 1995-1999 BUSINESS PLAN DEPARTMENT PLANS
& THIRD TIER MEASURES FUNCTIONAL AREA / DEPARTMENT: HUMAN RESOURCES ACCESS AUTHORIZATION FUNCTIONAL AREA OBJECTIVES:
PERFORMANCE
- Direct the activities of the STPEGS Human Resource Services Division.
- Direct the activities of the STPEGS Access Authorization Division.
- Support the activities of the Group Vice President, Nuclear.
- Ensure consistency and compliance with HL&P Personnel Policies & Procedures. l
- Direct and perform staffing analysis and organizational design.
- Ensure effective long range staffing plans and management reporting mechanisms.
- Responsible for on-site administration of grievances, legal, and investigation issues. l Administer the activities of the Site Investigations and Personnel Services subprograms of the Employee Concerns Program. l
- Maintain consistency and compliance with Equal Employment Opportunity Policy and Affirmative Action j Plan.
- Administer and coordinate HL&P Employee Benefits Program for STPEGS.
- Direct the on-site activities of the Employee Assistance Program.
SAFETY
- Administer the Plant Access Authorization Program. !
1995 FUNCTIONAL AREA STAFFING PLAN: HL&P Directs Baseline Total Staffing Budget Contractors ;
33 1 $2.40M DEPARTMENT GOALS FOR 1995: THIRD TIER GOAL DEPARTMENT MEASURE COST Mils /Kwh 0.25 Staffing Reduce by 3 PERFORMANCE BCS Survey improve by .02 in '95 Employment Process < 9 weeks new hires Employee Concerns Program < 90 days investigations SAFE 1Y Access Authorization Process access on average 5 days V - 37
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4 SOUTH TEXAS PROJECT SECTION VI 1995-1999 BUSINESS PLAN 1995 MODIFICATIONS NUCLEAR SAFETY monumm - - mmmmmmmme -
UNIT TYPE TITLE TOTAL OUTAGE PRIORITY WORK PROGRAM COST SCOPE ELEMENT 1 CAP Radiation monitor to 50.382 3 Design / Install M89226 condensate retum to aux steam system 2 CAP Radiaton monitor to 51,020 3 Design / Install M89227 condensate return to aux steam system 0 CAP Test zones for intrusion 536,113 1 Design M93045 detection system 0 CAP Upgrade closed circuit TV 318,693 1 Partial Install M93046 security system 1 O&M Modify ODPS to reflect 339.871 2 Partial M92023 implernented Plant Design Modifications 2 O&M Modify ODPS to reflect 158.238 2 Partial M92024 implemented Plant Design Modificatons 1 O&M Test Connections on CS 19,190 1RE06 1 Design M29030 Valves 2 O&M Test Connectons on CS 100,435 2REO4 1 Design / Install M92031 Valves 1 O&M Revise method of adding 27,366 2 Design M93026 chemicals to standby DG coohr.3 water 2 O&M Revise method of adding 16,662 2 Design M93038 chemicals to standby DG coohng water 1 O&M Provide shelding for 2,124 1 Install MOC001 sludge lancing penetration 1 O&M Provide Radiaton 17,570 2 Design M2C008 Shelding for RCB Seismic Gap 2 O&M Provide Radiaton 2.661 2 Design M2C009 Shielding for RCB Seismic Gap VI - 1
I SOUTH TEXAS PROJECT SECTION VI -
1995-1999 BUSINESS PLAN 1995 MODIFICATIONS i l
PLANT RELIABILITY
- m-mummusumumme UNIT TYPE TITLE TOTAL OUTAGE PRIORITY WORK PROGRAM COST SCOPE ELEMENT 1 CAP Servce Air instrumentaten 8.252 3 DesgMnstall M88274 Upgrade 2 CAP Servce As instrumentaten 8.252 3 DesgMnstall M88275 Upgrade 1 CAP Load bank for DOP, TSC. EOF 40.645 1 Install M89127 and hghting Desel U1 2 CAP Load bank for BOP and TSC 30,469 1 Instar M89128 Desel U2 1 CAP Replacement of Exce Battery 135,835 3 DesigMnstall M89218 Chargers U1 2 CAP Replacement of Exde Battery 133 777 3 DesgMnstaR M89219 Chargers U2 1 CAP Prowde Enclosure for TSC 19.220 1 instan M90037 Desel 2 CAP Provde Enclosure for TSC 18.010 1 install M90038 Desel 1 CAP PROTEUS plant computer 2.579.775 1REO6 2 Parta! Desgn M91021 replacement 2 CAP PROTEUS plant computer 465.748 2REOS 2 Partel Desgn M91022 replacement 1 CAP Fre detection system 592.244 1 DesgMnstaN M91023 replacement U1 2 CAP Fre detecten system 385.665 1 Partial Desgn/ M91024 replacement U2 Partal install 1 CAP Feedwater pump speed control 8,693 1REOS 1 install M91025 system upgrade 1 O&M Battery Charger for class 1E 35.382 1REOS 3 Instalt M87030 servce 2 O&M Battery Charger for class 1E 34.320 2RE04 3 Install M88059 servce 0 O&M Seal electreal manholes to 4.356 3 install M89188 keep out groundwater 1 O&M Replace tnm an AF Flow 104,708 1REOS 2 Install M92037 Control Valve to reduce vibraton 2 O&M Replace tnm in AF Flow 98.555 2REO4 2 Desgn/ Install M92042 Control Valve to reduce vibraton 1 O&M Replace Target Rock SOVs 2.160 1REOS 1 Install M93053 used as above seat dram valves 2 O&M Replace Target Rock SOVs 26 440 2RE04 1 DesgMnstall M93054 used as above seat drain valves 1 O&M Replace Target Rock SOVs on 88782 1REOS 1 Desgn/ Install M93055 SG bulk sampling valves 2 O&M Replace Target Rock SOVs on 129.385 2RE04 1 Insta!! M93056 SG bulk sampling vatves VI - 2
. l SOUTH TEXAS PROJECT SECTION VI !
1995 MODIFICATIONS l 1995-1999 BUSINESS PLAN l
PRODUCTION COST mummmmm - umummmmmmmu UNIT TYPE TITLE TOTAL OUTAGE PRIORITY WORK PROGRAM COST SCOPE ELEMENT 1 CAP Replace LP turbine rotors 6.516 1REOS 2 install M90089 2 CAP Replace LP turbine rotors 7,193.532 2REO4 2 Install M90090 1 CAP Provisions for Removal of 6.440 1REOS 2 Instatl M91041 RCP Motor 1D 2 CAP Provisions for Removal of 40.953 2REO4 2 Design / Install M91042 RCP Motor 2D 2 CAP FHB/MAB HVAC 57.265 2 Install M92007 condensate to ECW reservoir 1 CAP Platform outsde RCB 15.306 2 Instaff M92021 hatch for RCP motor 2 CAP Platform outsde RCB 78.232 2 Design /Instaff M92022 hatch for RCP motor 1 CAP Multiple Rod Drop Test 226.617 1REOS 2 Desgn/ Install M94012 System 2 CAP Multiple Rod Drop Test 110.259 2REOS 2 Design / Install M94013 System 1 O&M Replace ImpeIIers for 150.787 1REOS 2 Install M88333 Heater Dnp Pumps (Matenal) 2 O&M Replace impellers for 278.164 2REO4 2 install M88334 Heater Dnp Pumps 1 O&M Permanent Refngerant 2,124 1REOS 3 Partial install M91050 Cleanup Kits 2 O&M Permanent Refrgerant 2,124 2REO4 3 Partial Install M91051 Cleanup Kits 0 O&M 90,705 2 Design / Install M93065 Modh RCP Motor for in-Place inspection 0 O&M Replace Secunty Touch 67.239 3 Install M94011 Pads with Hand Geometry 1 O&M Provide scaffold storage 18.540 2 Design M9C116 ocks insde RCB VI - 3
c l SOUTH TEXAS PROJECT SECTION Vil l 1995-1999 BUSINESS PLAN EMERGENT ISSUES This section addresses the important issues that involve planning and participation in decision-making that will effect STP's future processes.
Low-Level Radioactive Waste On July 1,1994, the Bamwell Waste Management Facility closed, declining acceptance of waste generated by users outside of the Southeast Compact. In anticipation of this, STP completed an on-site storage facility that is designed to store approximately five years of radioactive waste generated at STP. Waste volume reduction is inherent to assure adequate onsite storage capacity until the Texas burial site becomes operational. Use of the on-site storage facility is not anticipated before the first quarter of 1995.
The Texas Low Level Radwaste Authority is currently managing the development of the Texas burial site. Effluents & Waste Management personnel provide the technicalinterface to this organization.
Imponant milestones toward opening the Texas burial site are:
- Dec.1994 - License application review completed by the Texas Natural Resource Conservation Commission.
- Mid-1995 -
Initiation of Texas Natural Resource Conservation Commission license application hearings.
- Ratification of the Texas Compact by Congress.
- July 1997 - Texas burial site operational.
High-Level Radioactive Waste High-level radioactive waste as related to STP, is defined as spent raclear fuel. The Nuclear Waste Policy Act of 1982, provides a Congressional mandate for the U.S. Der:riment of Energy to develop a storage and/or disposal system for high level radioactive waste. Yucca Mountain was selected by Congress as the site for the DOE to determine suitability for the long-term disposal of high-level radioactive waste. Currently, the site characterization effort is in place. STP was designed to provide adequate on-site fuel storage of spent fuel for the licensed life of the plant.
Steam Generator Plan The Steam Generators at STP are Westinghouse, Model E, equipped with preheaters.
These and similar types of steam generators have, over the years, shown a tendency for tube degradation at a number of locations in the tube bundle, mainly by stress corrosion cracking.
Based on the available data for Westinghouse preheater units, adjusted for recent experience at Dole, Tihange, and other plants, an economic model forecast has been made that recommends replacement in 1REO8 and 2RE011 respectively for Unit 1 and 2. This means 1999 for Unit 1 and 2006 for Unit 2.
l i
1 Vil-1
SOUTH TEXAS PROJECT . SECTION Vil 1995-1999 BUSINESS PLAN EMERGENT ISSUES Replacement of steam generators includes a substantial amount of werk in outages ahead of the replacement outage, to implement modifications to reroute piping, electrical and other commodities around the steam generator; to review and make special arrangements for transportation of steam generators; and to construct a storage mausoleum for the removed steam generators. If such advance work is done in outages prior to replacement, it has been found that steam generator replacement itself can be minimized with a relatively low impact on O&M cost.
Potential Unit i replacement would include the followina maior activities over the next 5 years:
1994-95 Preparation of specification and bid package for fabrication.
1995 Bids and evaluation and award for fabrication.
1995 Preparation of specifications and bid packages for engineering of plant modifications and for installation of plant modifications.
1995 Bids, evaluation and award for engineering and installation of plant mods.
1995 Preparation of specifications and bid packages for installation.
1995-96 Bids, evaluation and award for construction contract.
1995-96 Walkdowns by the Engineering contractors to define the interferences, modifications, and infrastructure changes.
1995-96 Planning and scheduling for engineering and installation.
1996-97 Obtain Govemmental permits for barge slip dredging.
1996-97 Engineering of modifications and infrastructure.
1996-98 Outages - construction of modifications per the schedule.
1996-99 Fabrication of Unit 1 steam generators at shop.
1998 Construction of the mausoleum for storage of removed steam generators.
1999 Installation of Unit 1 steam generators in 1REO8.
2006 A similar schedule will apply to Unit 2 replacements in 2REO11.
There are several physical and analytical measures available to maintain optimal plant operating conditions requiring minimal maintenance until the steam generators are replaced.
STP has already instituted several of these measures and is evaluating others for applicability in our specific environment.
Vil - 2
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i 1994 - 1999 TARGET REFUELING OUTAGE PLAN *oc .
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1 SOUTH TEXAS PROJECT SECTION IX 1995-1999 BUSINESS PLAN GENERATION PLAN GENERATION PLAN (TARGET GOAL)
UNIT 1 UNIT 2 Net Generation Capability Net Generation Capability (MWH) Factor (%) (MWH) Factor (%)
JAN 1995 856,011 92.0 856,011 92.0 FEB 773,171 92.0 773,171 92.0 MAR 82,840 8.9 856,011 92.0 APR 37,293 4.1 827,247 92.0 MAY 750,335 80.6 856,011 92.0 JUN 828,397 92.0 828,397 92.0 JUL 856,011 92.0 856,011 92.0 AUG 856,011 92.0 856,011 92.0 SEP 828,397 92.0 414,199 46.0 OCT 857,161 92.0 0 0 NOV 828,397 92.0 430,957 47.9 DEC 856,011 92.0 856,011 92.0 TOTAL 1995 8,410,035 76.8 8,410,035 76.8 TOTAL 1996 8,328,739 76.8 10,106,449 92.0 TOTAL 1997 10,078,836 92.0 8,301,126 76.8 TOTAL 1998 8,301,126 76.8 8,301,126 76.8 TOTAL 1999 7,748,861 71.7 10,078,836 92.0 Assumptions
- 1. Unit net generating capacity of 1250.6 MWe
- 2. Operating capability factor 92.0%
- 3. Refueling outage start dates and durations per Target Goal Outage Plan:
- a. 55 day refueling outages during 1995 - 1998
- b. 75 day refueling outage during 1999 (10 year in-service inspection) 4, 10 day power ascension following refueling outages.
IX-1
O SOUTH TEXAS PROJECT SECTION IX 1995-1999 BUSINESS PLAN GENERATION PLAN l
l l
GENERATION PLAN l l
(STRETCH GOAL)
UNIT 1 UNIT 2 Net Generation Capability Net Generation Capability l
(MWH) Factor (%) (MWH) Factor (%) l JAN 1995 911,837 98.0 911,837 98.0 l FEB 823,595 98.0 823,595 98.0 j MAR 88,242 9.5 911,837 98.0 APR 231,086 25.7 881,198 98.0 MAY 911,837 98.0 911,837 98.0 JUN 882,423 98.0 882,423 98.0 JUL 911,837 98.0 911,837 98.0 AUG 911,837 98.0 911,837 98.0 SEP 882.423 98.0 441,212 49.0 OCT 913,063 98.0 15,633 1.7 NOV 882,423 98.0 747,359 83.0 i DEC 911,837 98.0 911,837 98.0 l
TOTAL 1995 9,262,444 84.5 9,262,444 84.5 , l l
TOTAL 1996 9,182,949 84.6 10,545,860 96.0 TOTAL 1997 10,517,046 96.0 9,153,535 84.5 TOTAL 1998 9.153,535 84.5 9.153,535 84.5 TOTAL 1999 8,565,253 79.2 10.517,046 96.0 Assumptions j
- 1. Unit net generating capacity of 1250.6 MWe
- 2. Operating capability factor 98% during refueling outage years
- 3. Operating capability factor of 96% during non-refueling outage years
- 4. Refueling outage start dates and durations per Stretch Goal Outage Plan:
- a. 45 day refueling outages during 1995 - 1998
- b. 65 day refueling outage during 1999 (10 year in-service inspection)
- 5. 10 day power ascension following refueling outages IX - 2
9 SOUTH TEXAS PROJECT SECTION X 1995-1999 BUSINESS PLAN . STAFFING PLAN STP SITE STAFFING PLAN END OF YEAR SITE STAFFING (HL&P AND LONG TERM CONTRACTOR) 1995 2,250 1996 2,000 1997 1,750 1998 1,750 1999 1,750 l
1
SOUTH TEXAS PROJECT SECTION XI 1995-1999 BUSINESS PLAN . O&M AND CAPITAL PERFORMANCE PROJECTED 5 YEAR O&M AND CAPITAL TARGETS mummmmmmmu 1995 1996 1998 1999
_ 1997 PRODUCTION COST ($ X 1,000)
FERC 500 Series. O&M 221.250 198.750 191.250 206.250 206.250 Fuel Expense 90.490 99.180 98.880 89,320 95.910 TOTAL PRODUCTION COST 311,740 297.930 290,130 295,570 302,160 l mummummmmmmmmmmmmmmmum l GENERATION COST l Generation (GWH) 16.82 18.43 18.38 16.60 17.83 Cost ($/MVM) 18.53 16.16 15.79 17.80 16.95 3 YEAR AVERAGE ($/MWH) 26.41 18.16 16.78 16.54 16.81 mummmmmmmmummmmmmm O&M (FERC BREAKDOWN)($ X 1,000)
FERC 500 Series. O&M 221.250 198.750 191.250 206.250 206.250 Other FERC Series. O&M (A&G) 73.750 66.250 63.750 68,750 68.750 l
TOTAL O&M 295,000 265,000 255,000 275,000 275,000 asumimmu - ummmmmum mummmmmmu - ummmmmmmum O&M (FUNCTIONAL BREAKDOWN)($ X 1,000)
Baseline 224.300 223.000 218.000 216.000 216.000 Outage 44.200 20.000 20.000 40.000 40.000 Initiative 9.200 7.000 2.000 0 0 Projects 7.800 5.000 5.000 9.000 9.000 Contingency 9.500 10.000 10.000 10.000 10.000 TOTAL O&M 295,000 265,000 255,000 275,000 275,000 mummmmmmm mmmmmmmmmm ummmmmmmmmmmmmmusumumumm CAPITAL ($ X 1,000)
Base Capital Improvements 28,800 11.000 14.900 14.400 10.200 Facilities 1.000 1.000 1,000 1.000 1.000 Equipment and Assets 15.500 7.500 4.900 4.800 5.400 Strategic / Capital Spares 0 500 600 600 600 Capital Spare Installations 0 200 200 500 200 Contingency 2.000 2.000 2.000 2.000 2.000 i TOTAL CAPITAL 47,300 22,200 23,600 23,300 ig STEAM GENERATOR ($ X 1,000)
Inspections (O&M) 10.100 - -- - --
Replacement 10,500 - - - -
TOTAL 20,600 - - - -
NOTE: 1993 values for 3 year averages are actuals 1994 values are projected and 1995 values reflect the preliminary budget and are subject to adjustment.
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