ML080940554

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Meeting Slides, 2007 NRC End-of-Cycle Plant Performance Assessment Meeting Kewaunee Power Station.
ML080940554
Person / Time
Site: Kewaunee Dominion icon.png
Issue date: 04/01/2008
From:
Dominion, Dominion Energy Kewaunee
To:
NRC/RGN-III
References
Download: ML080940554 (31)
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Text

2007 NRC End-of-Cycle Plant Performance Assessment Meeting Kewaunee Power Station April 1, 2008 Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 1

Agenda

  • Opening Remarks - Steve Scace
  • Problem Identification & Resolution - Paul Blasioli
  • Human Performance - Mike Crist
  • Summary - Steve Scace Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 2

Stephen E. Scace Site Vice President Kewaunee Power Station Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 3

Improving Performance

  • Overall station performance shows

- Safe, reliable performance

  • Good operator performance in controlling the plant
  • Focus on corrective maintenance is improving equipment reliability
  • Cause evaluations and corrective actions sound

- Improvement focus

  • Using recent issues with communication and worker performance gaps to reinforce expected behaviors
  • Multiple actions to improve extent of condition, trending, and document quality Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 4

Improving Performance

  • Current station focus aligns with the 2007 Safety Culture assessments

- Improvements were noted in decision making, CAP initiation, use of PIs, safety policies, and use of training to improve performance

- Gaps remained in:

  • CAP backlog, priorities, and timeliness
  • Establishing, communicating and achieving alignment on station priorities
  • Ownership and accountability Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 5

2008 Picture of Success Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 6

Improving Performance

  • Addressing cross-cutting issues

- Recognize the need to both demonstrate and effectively communicate progress to you

- Continue to perform prompt cause evaluations of apparent violations

- Initiated review of cause evaluations, violations and NOD findings for safety culture aspects

- Address these issues frequently with staff

  • Topic of discussion at every employee meeting
  • Regular focus at leadership meetings
  • Will carry your message back to the station staff Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 7

Paul Blasioli Director, Organizational Effectiveness Kewaunee Power Station Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 8

PI&R Cross-Cutting Issue Continued Focus on PI&R

  • More Progress Warranted
  • PI&R Cross-Cutting Issue Status

- 7 issues in 2007 associated with P.1(c)

  • 1Q07 (3); 2Q07 (3); 3Q07 (1); 4Q07 (0)

- 3 issues in 2007 associated with P.1(d)

  • 1Q07 (2); 2Q07 (0); 3Q07 (0); 4Q07 (1)

- 1 issue in 1Q08 in P.1(d)

Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 9

PI&R Cross-Cutting Issue Achieving Sustainable Culture Change

  • Causes understood
  • Set standards

- SAT-based JFGs

- Standards for quality causal evaluations

  • Conducted training to improve performance

- CARB

- RCE / ACE Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 10

PI&R Cross-Cutting Issue Monitoring and Accountability for Performance

  • Implemented metrics to measure progress
  • CAP measures of success

- Weekly and monthly reports

- Station and department level ratings

  • Director / Manager performance criteria Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 11

PI&R Cross-Cutting Issue Staffing to Support Continuous Improvement

  • Station Resources

- CAP Supervisor

- Station Causal Evaluation Coordinator

- Trend Coordinator

- DCACs

- OR Manager

- Personnel Changes Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 12

PI&R Cross-Cutting Issue Focus on Continuous Improvement

  • Reprioritize open CA assignments
  • Enhance extent of condition / cause reviews
  • Continue focus on CA timeliness
  • Improve trending

- Safety culture / cross-cutting aspects

  • Measure effectiveness

- Ongoing CAP self - assessment Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 13

Improved ACE Timeliness ACE Timeliness Corrective Action Index Metric 2 70 Good 60 50 Index Value 40 30 20 10 0

Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Avg Age in Days Threshold Value Excellence Goal Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 14

Improved RCE Timeliness RCEs Completed Since 10/1/07 Age in Days Linear (Age in Days) 125 125 112 84 29 47 28 RCE-40 RCE-44 RCE-39 RCE-41 RCE-60 RCE-59 RCE-67 10/18/07 10/24/07 10/24/07 11/1/07 11/15/07 12/3/07 2/14/08 Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 15

Improved ACE Quality 100 90 80 70 A verage A CE S core (% )

60 Good 50 40 30 20 10 0

5/06 - 5/07 6/07 7/07 8/07 9/07 10/07 11/07 12/07 1/08 2/08 3/08 4/08 5/08 Average ACE Score (%) Goal (Maximum value) Cut-off for Minimum value Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 16

Improved RCE Quality 120 100 A v erage RCE S c ore (% )

80 Good 60 40 20 0

5/06 - 5/07 6/07 7/07 8/07 9/07 10/07 11/07 12/07 1/08 2/08 3/08 4/08 5/08 Average RCE Score (%) Goal (Maximum value) Cut-off for Minimum value Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 17

Reduced CA Assignments Open Activities in T-Track by Priority Open Activities in CRS by Priority Pri 1 Pri 2 Pri 3 Pri 4 Pri High Pri Medium Pri Low 600 1400 575 550 1300 525 1200 500 475 1100 450 425 1000 400 900 375 350 800 325 300 700 275 600 250 225 500 200 175 400 150 300 125 100 200 75 50 100 25 0

0 12/17/07 12/24/07 12/31/07 1/7/08 1/14/08 1/21/08 1/28/08 2/4/08 2/11/08 2/18/08 2/25/08 3/3/08 3/10/08 3/17/08 12/17/07 12/24/07 12/31/07 1/7/08 1/14/08 1/21/08 1/28/08 2/4/08 2/11/08 2/18/08 2/25/08 3/3/08 3/10/08 3/17/08 Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 18

Mike Crist Plant Manager Kewaunee Power Station Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 19

HU Crossing Cutting Issue

  • KPS continued focus on HU and safety

- While overall performance reflects some improvement, we are not satisfied with our progress, continued focus on

  • Reducing low level issues
  • Improving Operations being more demanding of other departments
  • Driving ownership lower in the organization
  • Substantive cross cutting issue in human performance

- Procedure quality

- Procedure use and adherence Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 20

HU Crossing Cutting Issue

  • Procedure quality

- Causes understood

  • Original procedure upgrade scope on track
  • Upgraded 529 and implemented 4023 procedure revisions in 2007
  • Continuing compensatory measures: procedure quality addressed during pre-job, planning, and preparation
  • 2008 upgrade scope expanded to include PM basis procedures
  • Fleet procedures Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 21

HU Crossing Cutting Issue

  • Procedure use and adherence

- Causes understood

  • 4 cited cross cutting issues associated with procedure use and adherence

- 3 in 1st quarter of 2007

- 1 in 4th quarter from 95002 inspection related to our tolerance of leaks

>> Early 2007 we implemented a leak identification reduction campaign

>> Failed to continue to lower the threshold to drive an intolerance for leaks Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 22

HU Crossing Cutting Issue

  • Industrial safety performance

- 535 days without a Dominion recordable injury

  • Station performance

- While station performance has improved, department performance continues to be a focus

  • October 2007 planned outage

- Reflects improvement in HU

  • No operational events or station/dept clock resets
  • Planned work on schedule
  • No OSHA recordable events Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 23

HU Crossing Cutting Issue

  • Focus on continuous improvement

-RFO preparation

  • Ops outage HIT training
  • Maintenance HIT training
  • Real time shutdown/cooldown simulator training
  • OCC training
  • Procedure preparation
  • Fleet providing oversight
  • Department management focus
  • HU training (Dominion and supplemental)
  • Human performance teams Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 24

HU Crossing Cutting Issue

  • Focus on continuous improvement

-Continue procedure upgrade

  • Ensure compensatory measures remain effective

-Focus on in field oversight

-Continue to strengthen quality of the station staff

  • RO/SRO license classes
  • Engineering staff
  • Leadership team Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 25

Positive Trend in Human Performance Station Clock Resets 0.100 0.090 0.080 0.070 0.060 Index Value Good 0.050 0.040 0.030 0.020 0.010 0.000 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Reset Rate for 12-Month Rolling Average Excellence Goal Threshold Value Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 26

Human Performance -

Department Performance 1.200 1.000 Even ts/10000 h o u rs w o rked Goo d 0.800 0.600 0.400 0.200 0.000 Mar 07 Apr 07 May 07 Jun 07 Jul 07 Aug 07 Sep 07 Oct 07 Nov 07 Dec 07 Jan 08 Feb 08 Human Performance Event Rate-YTD HU Event Rate - 12 mo. Rolling Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 27

Human Performance Leading Indicator -

Industrial Safety Kewaunee Employees-YTD Good Supplemental Personnel -YTD Good 1.00 4.00 0.90 3.50 0.80 3.00 0.70 0.60 2.50 0.50 2.00 0.40 1.50 0.30 1.00 0.20 0.10 0.50 0.00 0.00 Ja M 8n-Fe 8 b-ar -00 0 Ja M n-Fe 8 b-ar -00 08 Ap 8 M 8 ayr -0 Ju 8 n- -0 Ap M 8 ay Ju r -0 n- -0 8 8

Ju Au 8 g-Se 8 008 l-0 Ju Au 8 Seg- 08 l-0 08 O 8p-ct-No 8 v-De 8 0 0

0 O No p-ct-v- 08 08 0

c- 08 De 8 c- 08 ISAR-KPS. RAR-KPS. Dom. Target ISAR-Cont. RAR-Cont. Cont. Target Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 28

Stephen E. Scace Site Vice President Kewaunee Power Station Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 29

Summary

  • Believe confidence is warranted in addressing cross-cutting issues

- Plans, actions and metrics are in place

- Developing additional metrics to better assess & communicate performance trends

- Implementing fleet procedures

- Recovery team building infrastructure & tools to support improved performance quality & timeliness

  • Completed single point vulnerability (P1), critical equipment list, electronic drawings, and several design bases documents
  • Working SPV2, PM bases, calculations, and vendor technical manuals
  • Recently commenced work on improved technical specifications

- Committed to continued focus on behavior improvements Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 30

2008 Picture of Success Core Values: z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z 31

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