ML091200721

04/29/2009 NRC Presentation Handouts for Point Beach 2008 End-of-Cycle Public Meeting

ML091200721
Person / Time
Site:	Point Beach
Issue date:	04/29/2009
From:	Meyer L Nextera Energy
To:	NRC/RGN-III
References
Download: ML091200721 (46)

Text

Public Meeting with NRC Region III Public Meeting with NRC Region III April 29, 2009 April 29, 2009 2 Introductions Opening Remarks Larry Meyer Substantive Cross-Cutting Themes Corrective ActionBrad Castiglia(Programmatic)

John Bjorseth (Plant Specifics)DocumentationBrad Castiglia(Programmatic)Rob Harrsch (Plant Specifics

)Tom Vehec(Plant Specifics)

Safety CultureLarry Meyer(Overall)Becky Deuel(NSCIT Perspective)

Questions/Discussion/Conclusions Closing Remarks Larry MeyerNextEraEnergy Point Beach Public Meeting with NRC Region III Agenda 3 OPENING REMARKS OPENING REMARKS Larry Meyer Site Vice President 4*This meeting will provide an update of actions identified and previously communicated via:-The last public meeting held on September 24, 2008-Our October 2, 2008, response to the 2008 Mid-Cycle Assessment letter-Our November 15, 2008, update on actions taken and planned to resolve deficiencies identified during the June 2008 SCWE Confirmatory Order Inspection-Our December 22, 2008, letter providing results and contemplated corrective actions in response to the 2008 culture survey

• This meeting is in response to the 2008 annual assessment letter issued on March 3, 2009

• The objective of this meeting is to demonstrate progress and show why our actions are more effective than in the past OPENING REMARKS 5 KEY MESSAGES

• We have completed the actions and met the closure effectiveness measures ahead of the timeline established in our October 2, 2008, letter

• We are confident our actions will be more effective than

in the past 6 CONFIDENCE IN OUR ACTIONS

• We understand the root causes and the drivers of each of the issues

• We have the organizational capability to address the

causes*We have oversight to ensure fixes remain in place

• Our recovery approach focuses on sustainability 7 Sustainability TRTypical RecoveryM Monitoring System F Foundation F*Solid Values & Beliefs

-PDC-SICLO*Solid Tools

-High Risk/Look Ahead R T*Expectations

• Training*Accountability

• Oversight M*Indicators*Assessments 8 ExcellencePhase 1Phase 2Phase 3Values Process/ToolsProceduresFocus AreasWork Practices/Habits Break-through FutureEffectivePeopleEffective ToolsEffective Plan Disciplined Plan Execution

++=Foundation Superior"Blocking &Tackling

"-2008"Disciplined Plan Execution"-2009"Breakthrough "2010Road to Excellence -"Progress On The Journey" THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE 9

10 Our values are the foundation for our operations and decision-making

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11 Our values are the foundation for our operations and decision-making

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12 Our values are the foundation for our operations and decision-making

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13 Our values are the foundation for our operations and decision-making

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14 Our values are the foundation for our operations and decision-making

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15 PBNP RECOVERY SUCCESSESTHEN(2008 Low Point)NOWCausal quality - 74 90Overdue - 46 0Extensions - 90/week30/weekHealth Index - 52.580Documented Job Observations (per month)140>400INPO Index (Station) 89 95Leadership Vacancies 15 3Site HU Event Rate 0.0360.022Outage Safety GradeUnit 2 (Spring 08) - 74%Unit 1 (Fall 08) - 90%Procedure Backlo g1952 500Forced Outage Rate (Station) 22.85 0Equipment Reliability IndexUnit 1 - 57Unit 2 - 68Unit 1 - 66 Unit 2 - 78Corrective Maintenance (station)36 6Operator Aggregate Distractions 240 190Open Operability Issues (both Units) 9042 Work Management - Schedule Adherence 6586 Non-outage Elective Maintenance (station)881 558Work Management Corrective Action ProgramManager and Supervisor EngagementWillingness to Deviate from ProceduresEquipment ReliabilityOperational Focus 16 17 Substantive Cross-Cutting Theme Update CORRECTIVE ACTION CORRECTIVE ACTION Aspect P.1.d Aspect P.1.d Brad Castiglia Performance Improvement Manager John BjorsethPlant General Manager 18 CORRECTIVE ACTION Performance Improvement Manager Completed Actions Update*ACE Review Board implemented in 4Q08*Departmental Corrective Action Review Boards (CARBs) implemented in 4Q08*Management performance appraisal criteria for CAP quality and timeliness implemented in 1Q09*Workdowncurves and PIs for CAP backlog established in 1Q09*New metrics established at department level as well as site level*Root and Apparent Cause training lesson plans were developed in December 2008; training is in progress 19Results -October 2 letter forecasted results in 2Q09

• Average age of evaluations 30 days. Actual: <15 days

• Average age of corrective actions 135 days.

Actual: 97 days

• Corrective Action Review Board acceptance rate sustained for 3 months at 85% or greater.

Actual: >85% YTD

• Continued low threshold on CAP initiation rate-11,500 CAPs initiated in 2008; 2900 CAPs initiated in 1Q09-We have seen more CAPs initiated by our Auxiliary Operators and maintenance workers

• >90 days without an overdue CAP CORRECTIVE ACTION (continued)

Performance Improvement Manager 20 Results (continued)

• Prioritization of CAPs has improved according to risk

• CAP action backlog has been reduced from approximately 2200 in November 2008 to <1300 today

• Self-assessments are critical and department CARBs are looking at the right things and are effective

• PI&R inspection concluded CAP is being effectively implemented with noticeable improvement in last six

months CORRECTIVE ACTION (continued)

Performance Improvement Manager 21 CORRECTIVE ACTION RESULTS Plant General Manager "Where the rubber meets the road"-Polar Crane-Façade Freeze-Charging Pumps-Service Water Pumps-Closure of conservative assumptions substantive cross-cut-Containment Closure improvements-Human Performance in Maintenance 22 We are still not satisfied -

• Continue to improve quality of closeouts

• Continue to reduce the backlog of open current actions-Site goal will be 950 open items in backlog by end of 2009

• Improve quality of trending

• Fleet standards will be raised CORRECTIVE ACTION (continued)

Plant General Manager 23 Now (4/22/09)Then (9/3/08)CONFIDENCE IN ACTIONSPlant General Manager 24*We understand the DRIVERS for historical weak performance-CAP was not a focus area of the management team-Successful programs come from managers who own their CAP performance

• Values/Beliefs-Maintained MRCs& CARBsthroughout the refueling outage 7 days/week-An overdue CAP is shocking (now) vs. routine (then)-There is a visible difference in quality of products CONFIDENCE IN ACTIONSPlant General Manager "It's the Way We Do Business" 25 DOCUMENTATION DOCUMENTATION Aspect H.2.c Aspect H.2.c Brad Castiglia Performance Improvement Manager Rob Harrsch Operations Manager Tom Vehec Maintenance Manager Substantive Cross-Cutting Theme Update 26 Completed Actions

• Performed pre-work walk-downs to capture procedure issues

• Revised pre-job brief procedure to provide feedback on procedure quality

• Implemented performance indicator for procedure quality

• Training on use of N/A in procedures

• Senior craft ownership of procedures

• Dynamic evaluation activity conducted

• Extended "Coach the Coach"pr ogram to lead craft level personnel in Maintenance-In the last month Maintenance Leads performed >40 observations

• Training on reverse job briefs DOCUMENTATION Performance Improvement Manager 27Results -October 2 letter forecasted results in 2Q09

• Procedure revision backlog reduced by 50% in 4Q08; Actual 50% in 4Q08 and 75% in 1Q09

• Satisfactory quality of upgraded procedures to be verified in 2Q09; Actual: Only 1 procedure relate d site level event Positive NOS obser vations on quality Low numbers of corre ctive and temporary pro cedure change requests

• Workers demonstrating correct behaviors

• Procedure change requests are be ing prioritized to align with work management process so r evisions are complete prior to walk down in the field; obser vations have shown improved results in work

• PCRsare continuing to be initia ted at a healthy rate in 2009 DOCUMENTATION(continued)

Performance Improvement Manager "When the procedure works, we follow it; when it doesn't, we fix it."

28Results -Operations*Performed scrub of Operations proc edures to identify potential Human Performance error traps, procedure changes initiated for identified issues*Major upgrade to the Containm ent Closure Tracking procedure, resulted in significant performance improvement during fall 2008 outage*Performed detailed review of open O perations Decision Making Issues to ensure threshold and actions are procedurally controlled*Reduced the number of "Skill of the Craft"activities in Operations to provide additional formality in frequently performed evolutions Examples:-Ice Melt Adjustments-Minor Turbine Load Adjustments DOCUMENTATION (continued)

Operations Manager 29Results -Maintenance*Bi-weekly observation roll-ups clear ly indicate that workers are demonstrating the correct behavior of stopping when uncertain*The upgrade of risk significant pump overhaul procedures to datehas provided excellent results *The Lead workers'observations reveal a high level of critical comments *Craft level ownership of procedures has greatly enhanced procedure quality (Service water, Charging)*On-Site vendor support of procedure revisions has greatly enhanced the level of detail included in the risk significant pump procedures DOCUMENTATION (continued)

Maintenance Manager 30 We are still not satisfied -*Training on revised procedur e use and adherence requirements focusing on the mechanics of this process is in progress *Revision to risk significant maintenance procedures continues*Procedure quality effectiveness reviews scheduled*Increased focus on work package quality*Fleet assessment of corrective actions to be performed by 2Q09 DOCUMENTATION(continued)

Maintenance Manager 31 CONFIDENCE IN ACTIONS TAKEN Plant General Manager

• Values: Culture changed to stop and address procedure deficiencies

• Process improved to be more effective and efficient

encouraging more PCRs

• Observations by outside organizations, such as

INPO, have been favorable 32 SAFETY CULTURE SAFETY CULTURE Larry Meyer Site Vice President Becky Deuel Nuclear Safety Culture Improvement Team Member 33 Completed Actions As committed in the November 15, 2008, update, all actions have been completed and sustainability measures have been implemented.

• All "Quick Hitters"were completed by December 15, 2008

• Communications Action Plan-Crucial Conversations training was completed in January 2009

• Knowledge Transfer/Succession Planning-Staffing/Knowledge Retention/Succession Plans were implemented

• RP Resources-Departmental staffing completed

• Communicating Status of Equipment-Top 10 Equipment List rolled out CONFIRMATORY ORDER 34 Remaining Actions

• Effectiveness review of overall SCWE Order actions to be completed by May 15, 2009

• Monitoring of actions will continue CONFIRMATORY ORDER 35*Evaluation and Contemplated Actions Submitted to NRC on December22, 2008*Numerous actions taken promptly to address key areas illuminatedby survey:-Staffing/Workload-Confidence in Corrective Action Program (CAP)-Leadership Effectiveness-Balancing Safety and Production*Since Then:-Contemplated Actions are On Track-Staffing/Workload -Low Value Added Work Reduction Program-CAPReduction of Backlogs and continued Strengthening of CAPPersonnel are getting feedback on their CAPs-Leadership Effectiveness -Established Team with Lateral Integration CULTURE SURVEY 36 Actions in Progress

• Outlier Departments have taken action-Procedures & Document Control-Performance Improvement-Operations-Maintenance-Supply Chain-Radiation Protection-Information Management-Emergency Preparedness

• An independent assessment of actions will be performed by June 30, 2009 CULTURE SURVEYS 37 Results*"Walking Around"feedback indicates "cautious optimism"is accumulating

• PI&R Inspection concluded the positive results regarding SCWE*INPO Organizational Effectiveness survey results CULTURE SURVEYS 38 CONFIDENCE IN ACTION TAKEN

• We have an effective structure

• We understand the drivers

• We have reorganized the safety culture improvement team 39 WE HAVE AN EFFECTIVE STRUCTURESite Vice PresidentPlant General ManagerSite Engineering DirectorAre we doing what we said we would do?Are actions being done?Are actions effective?

What else is needed?

40 SAFETY CULTURE We Understand and are Addressing the Drivers

• Imbalance Between Staffing and Workload-Site staffing levels-Priorities-Low value work

• CAP Effectiveness-Leadership focus-Feedback/Communications-Backlog of issues

• Leadership Effectiveness-Leadership instability-Leadership availability-Leadership accountability and engagement-Vertical/lateral alignment

• Balance Between Production & Safety-Leadership messages-Outage performance-Corporate influence-Core values 41 NUCLEAR SAFETY CULTURE IMPROVEMENT TEAM

• New Members

• New Focus-NSCIT members assigned to each Outlier Dept-More presence in the field

• New Meeting Agenda-What is happening?-Is it effective?

• New Outlook

• Conclusions 42 43 44 CONCLUSIONS

• PBNP has done what we said we were going to do; closure effectiveness measures were met ahead of schedule*PBNP has confidence that our actions are more effective

and sustainable-Drivers are understood -Organizational capacity exists to address the causes -Oversight will ensure fixes remain in place -Approach to recovery focuses on sustainability QUESTIONS QUESTIONS 45 CLOSING REMARKS CLOSING REMARKS Larry Meyer Site Vice President 46