Exelena Nuclear Nuclear Safety Rev'iew Board- Byron Station NSRB Meeting 09-03 November 18 2009
ExelenaNuclear
Nuclear Safety Rev'iewBoard-
Byron Station
NSRB Meeting 09-03
November 18 2009
AgendaInrdcio/pnn Remark
0900-0910
0910-0940
0940 - 1000
1000-1020
1020-1040
1040 - 1100
1100-1120
1120 -1140
1140-1200
1200-1230
1230-1250
1250-1310
1310-1330
1330- 1345
1345- 1350
1350-1400
Introduction/Opening RemarksBrad Adams
Plant Performance Overview
Chemistry Effectiveness Indicator
Nuclear Oversight
Focus Topic: Accelerating OperationsPerformance Improvement
Operations Cheryl Gayheart
Operations Subcommittee Report
Maintenance Bill Spahr
Maintenance Subcommittee Report
Lunch
Engineering Scot Greenlee
Engineering Subcommittee Report
RA & NO Subcommittee Report
Closing Remarks
Five-Minute Break
Corporate Review - Corporate VPs / NSRB Chair Only
Darrell Eisenhut
Brad Adams
Stan Kerr
Art Daniels
Brad Adams
Bill O'Connor
Danny Bost
Jack Strosnider
Dennis Crutchfield
Darrell Eisenhut
ExelenaNuclear
Plrant Man~ager Section
V" Power History Curves
$• Site Scorecard
V" INPO Performance Indicator
V INPO Performance Index
V INPO Best Achievable
V NRC Cross-Cutting Matrix (includes Allegations & ECP)
V PRA Chart
/ MSPI / SSPI Charts
/" Top Issues at Site
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Power History Curve - UI
(b)(4)
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Power History Curve - U2
(b)(4)
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• Scorecard - October 2009
<1 Performance Indicator Current Performance Year-End Induty
(,)No. OPERATIONAL EXECUTION ,,a o'.i a, - ,-L -.(.i• b)(4)
0.9t-vwese Crock Reset 8 13 23
0. muman pedanrce Evets) 1 3 2 1 3 2A
IPRODUCTIN 1I0 I 4.l b)(4)
Power Plant Materal Condition (I) 14 0 15 15 0(Online Corrective Maintenance)
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Scorecard - October 2009 (cont.)
IC
Is
WORKFORCE Actual Goal Variance Projected Goal Vananca TopQuaew i ndustialSafety Accident Rate (18M)' j a9 0ao a 0 a0
Exelna,Ritedear=
(b)(4)
-8-
(b)(4)
-9-
(b)(4)
-10-
I
IiiI4
4I
I
III
II
NRC Cross.Cutting & Allegation Matrix
111ADR0~Q2~Q
___6 2W~T 2 j 20NocessI
z
z
Decision sIdng ' Assumptons4 - 1 1* . .. ~Gommunion
aBacklogs 1 I: : I i I V IThalhingi Z I IZResoures
Documnton 1i I' :" F ý I I ~ I9~9 - -9-
FciitieasI 9~9~9~I~
PtanninIWN ControlCoordinor I I 1 I
aPieventon 1 I I I
'-'-4-4.-Woik Practices Pmceure Ahtec I -Oorsighl
-9. 4Identficdon
'- - , ,
Correche ActionProgra
Trendng- - - -I
Ealudon'- p a -,
Corrective ktona.a -. i-i- ~ -
i Aenmative ProcessesMo~ution[ --
O~qEeec tmoempub , Io4IfSew. and Wkenwej Peftimnce 7 -
indicatoAssessment$ a - - .& ~-&~
CommunaovEirMnmentfor Beliai~olsRaising Concerns Mema Processes.
Preventing'Detsdn, Training _
&n w-----g oN -----Relto Chi•ing ...
b)(4)
Previous two relate to MCCB, PM program and RCS PBL issues,
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(b)(4)
-12-
(b)(4)
-13-
I
PRA Model Status'- ()(4)
I CDF and LERF Comparable with fleet and industry largeMW units
Westinghouse 4.Loop CDFs (excluding Flooding)0I
D'3
K
20
18
16
14
12
10
8
6
4
2
0 6m mu m m m m6E.6toTE.O 7E-Oto8E-6 8E-6o9E-6 9E-6t1E-5 1E-5•2E-5 2E-5t3E-5 3E-5to4E-5 4E-5to5E-5
I
Comparison of CDFs tO
V Unique plant features influence the CDF profiles(b)(4)
/ Support system dependencies and AE design influenceCDF
/ Changes to procedures and training can influence CDFas much as modifications
$ A low ODE is very dependent on maintaining plantcapacity and equipment reliability high
T The impact on CDF can be greater than physical plant changes
Exelmn.Nudear
PRA Model Insights7,51777,27-7714."
I Hardware / procedure modifications being investigatedwith 6E modelIb)(4)
"j'~ \
U.~ ~j\
N. ~
QKi
VsPending Flood PRA analysis (4th Qtr 2009) may haveadditional insights
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U1 MSPI Margin Remaining in GREEN..... . . 'I m • Im 011ru .• M .. . .• • "•• ' IT•' '', I".... •.•,"... .... . .-m
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U1 MSPI Margin Remainim in GREEN (cont.)
SEP
A2009
RHR (RH)
cwS(CC,SX)
"A
A W
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U2 MSPi Margin Remaining in GREEN
SEP UAI Margin2009 MSP (previous, val!ue) UR! Margin Actual, Failures
•i EAC• (DG)
IHPI
• i• (slycv)
HRS(AF)
Thresholds: WHITE > 1.OE-06 ; YELLOW >1.0E-05; RED >1.OE-04
i i i ii i iExelo n,.
Nuclear
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U2 MSPI Margin Remaining in GREEN (cont.)
SEP
2009
RHR(RH)
Cws
(CCSX)
I UAI Margin
I I Actual Failures I
Thresholds: WHITE > 1.OE-06; YELLOW >1.OE-05; RED >1 .OE-04 I
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SSPI
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Site Top Issues
,/ Accelerating Operation Performance ImprovementIncluding HU/THU Focus
,$ Backlog ReductionEMsC- MsFacilities
,/ B2R15 Outage Readiness Prep (April 2010)
,/ Long-Term Housekeeping Actions to Address Aux BldgStorage
v/ INPO Readiness Prep (June 2010)
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Che'mistryI
CE1-8 Month November 2009 ResultsF7
(b)(4)
I --
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CEI Action Plan
v Start-up Improvements• Potential startup Condensate polishing improvement
Review results of Condensate Pump Flush Sequence from October2008 outage for potential improvements (Complete)
- Improvements for ensuring full flow of Condensate through CPsincluded in Outage plans for Fall 2009 (Complete)
V PAA Addition Modifications
j * Unit 1- PAA Injection commenced April 2009
e Unit 2- Modification Installation-scheduled completion 12/31/09
• Unit 2- Modification Testing/Injection-scheduled for 2/1/10
,/Heater Drain System Design Evaluation* Engineering & Chemistry performing BY/BW Phase 1 Mod study
(Complete)
* Plant Health Committee Presentation-Scheduled for 2/17/10
-r '-T7~ 7*
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CEI Calculation, Byron Current TrendLw
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N-u-c- fear-Gmers-w-
Art DanielsNuclear Oversight Manager
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s• Nuclear Oversight - Overview J
V Operations supervisors are not identifying andcorrecting equipment operators' humanperformance problems
SLine managers have not provided technical supportfor project-managed work activities
/ v Supervisors have not managed work schedules tocomply with the work hour rules (WHR)
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Nuclear Oversight,- Overview (cont.) ..... _•••.. _
/ Operations supervisors are not Identifying and correcting equipmentoperators' human performance problems
- Supervisors are not performing intrusive observations of field activitiesthat could impact configuration control
• Supervisors are not providing critical observations of radwaste controlroom performance
• Supervisors did not follow-up on the protected equipment postings/" Insights and Contributing Factors Include:
• Supervisors do not recognize that human performance improvementrequires continuous reinforcement
° There is an over reliance on Nuclear Oversight to identify and correctperformance gaps
• Corrective actions are not sustaining because they do not address theunderlying behaviors
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Nucle_•ar Oversigh~t - Overvi ew (cont.) .... _ ..... _/• Line managers have not provided technical support for project-
managed work activities
" Inadequate technical support for the dry cask storage project resulted inimplementation delays
" Inadequate technical support for the loop stop isolation replacementresulted in outage delays
• Inadequate technical support that resulted in unsuccessful repetitiveattempts to isolate the essential service water header valve
/ Insights and Contributing Factors Include:
* The site assumed that the project managers had the right technicalexpertise for their projects
° Project managers attempted to work through problems on their own
* Line managers do not feel responsible for project-managed work
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Nuclear Oversight - Overview (cont.)
V Supervisors have not managed work schedules to comply with the
work hour rules (WHR)
* An Operations supervisor reassigned a Reactor Operator from the outage unitwith less restrictive WHR rules to the online unit with more restrictive rulesresulting in a WHR violation
* Supervisors called in employees without the 34 hour rest period required everynine days resulting in violations
- An IMD supervisor called out an IMD Technician
- A Chemistry supervisor called out a Chemistry Technician
/Insights and Contributing Factors Include:
* Supervisors are not enforcing individual accountability for work hour tracking
* vetim -e is offered-that woul violt te WH
The WHR tool (eSOMS) is not available to the supervisors when making call outs
from home
_ Noncov -re d" wrk is tracked seaatl f k~h-;rom o ve~6cwr whc vMcrea es ac;.5 hallenge efor, supervisors.E
Nuclear
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I O"U TOPIC~
Oper_, .. at ions Performance Improvement _ =-My
/Operations PerformanceAccelerate Performance to Keep From Being"Cyclical"
- Offsite Team Building and Accountability Meetings WithOperations Senior Team and Services Group
- Implement Paired Observations using Maintenance Model(show what good looks like)
- Accelerated Crew MRM's
- Leadership MRM's with SVP/PM
- OD/SOS/SM Leadership Assessments 2009
- Operations Behaviors ACE
- Supervisor intrusiveness to correct behaviorsespecially with EO's Exelon,
Nuclear
Operations Performance Improvement (cont.)
V Results
* Configuration Control > 93%
" No C&T Events
* RM Indicators > 98%* " Operations Leading the Station
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S-. -.
Operations Performance Improvement (cont.)
'/Technical Human PerformanceS*Completed Actions (2009)
- THU Training per SAT (Engineering, Operations Crews,Maintenance Planning)
- Site "At Desk" Observation Program
- Added THU Behaviors to FMS
Current ActionsDiscussing at bi-weekly FLS meetings, PM newsletter
Maintenance Planning specific THU training
Performance Improvement Model Opportunities
HU POD Improved Rigor THU/Training opportunities
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7-ý! ~-f ~ .---- ~-. . . .- . . .
Operations Performance Improvement
v/ Technical Human Performance (cont.)Pending Fleet THU Initiative
- Functional training integrating HU/THU- Simplify existing THU process for field workers- Refocus leadership team on THU- Use FMS to pinpoint appropriate FLS THU behaviors- Perform fleet strategic review of field work team composition
/ ResultsMeasure Result Goal I Closure Criteria Statu.
Crosscutting Issues - Substantive 0 0Crosscutting Issues - Individual Aspect 1 <2/Aspect (4 Qtr Rolling) (2) Decision Making Assumptions
Site Clock Resets (2009) 1 < 3 Last Reset 9126109
Department Clock Resets (2009) 33 : 34 Last Reset 11/05/09
Configuration Control 12-month summation 93.5% > 93% ' Last Event 9/309
Clearance and Tagging 3-Mo cumulative Index 100%" > 98% Continued Improvement
Reactivity Management 98.5% > 98% Stable
Department HU Error Rate (# of HU IRs per 10k hrs worked) 4.1 < 4/Month (6 Mo Rolling) Continued Improvement
ORT Products (Engineering) 0.7% <3% Grade 3 Products (12 Mo Rolling) Continued lprn v7P.....i
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Operations
-Cheryl Gayheart
Operations Direttor
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Operations - Standards and Behair
v" Gap
* Operations Formality Coupled With a Lack of ConsistentAdherence to High Standards and Expectations is Not DrivingExcellent Performance
Actions
" Implement Selected OP-AA "Dive In" Topics with Shift Managers(Complete)
" Common Cause Analysis on Operator Behaviors (Complete)
* Further Casual Analysis: ACE on Operator Behaviors(Complete)
* Implement/Document 100 "Field Observations" per week withCrews (On-going)
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Operations - Standards and Behaviors (cont.)
Actions (cont.)
* Implement actions from ACE on Operator Behaviors (Closed)- Improve Management Oversight of the EO group through
Observations
- Improve EO Internalization Self-Check/STAR, specifically whenfaced with situations that impedes their normal use of the tool
o Effectiveness Review (Goldsmith, 2/14/10)
Exelon.Nuclear
Operations - Standards and Behaviors (cont.)
/ Results
9 Cyclic Performance
Ope0lons Crew Clock RPstOpornomn DepuMeMnt Clock ReNts
6
4
2
a
5
SepoM3 WM M De3 JIm* Fe3 MW ApW May-U JAN .M43 AuigM SePM o0t4
im- wtmfo -goo
Sep3 oWM Nowo ecM JwW Feb3M WO May13m 0 JM Aug3 Sep4 Oct43
CAP LegkeP"n Ri Ttuad 9•w Co rmr Conkol Irdeaw (12 mo• •h g pOtW044.5
4
3.5
3
2.6
2
1.6
0.6
0
1M
M
15
70Awr May Jim Aug Sep Oct
1 CP jW -Linea, (CAP Lc7,ýolme I.ues) Oct 0 Nw 1 DecM Jon 0 Feb13 MMrKE Ap',cU M•139 Jn USJdW AugM SepW Oct W
I I I
Operations Alignment/lnvolvement
v/Gap
Operations Alignment and Involvement in Site Activities is NotSufficient to Ensure Operations is Leading the Station
Actions
• Shift Manager Set Priorities for Station (Complete)
* Operations Engagement in PHC Top Issues List (Complete)• Implement Operations Housekeeping DLA (Complete)A Further Causal Analysis: ACE on Inconsistent C/T Performance
(Complete)
* Operations "All Hands" Communications Meetings (On-going)
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Operations - Alignment/involvement (cont.) ,
V Actions (cont.)
* Implement Ops Shift Ownership of Work Week (Leaf, 11/20/09)
9 Improve Operations Leadership (Gayheart, 1/12/10)
- Senior Operations Leadership Offsite (Complete)
- Revise Operations PIIMs to incorporate Ops Leadership TeamIdentified Actions (Goldsmith, 11/23/09)
- Increased field observations of Equipment Operators by SROs(Leaf, 12/10/09)
- Action to identify inconsistencies of Standards enforcementbetween shifts (Leaf, 12/14/09)
* Effectiveness Review (Goldsmith, 2/14/10)
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Operations - Degraded Equipment
VGAP
• Operational Impacts of Degraded Conditions Not EvaluatedAdequately
/Actions
" Implement Designated Challenger Process (Complete)
• Clearly Define Operability Documentation Requirements(Complete)
• Improve Understanding of Operating Margin (Complete)
* Improve Operator Behaviors in Identifying Degraded EquipmentExample: CV OTDM and River Screen House (Complete)
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/ Actions (cont.)" Additional Causal Analysis on Lower Level Degraded
Complete Equip Issues: ACE on Gland Steam Org Learning(Complete)
- Change IR Template to address "All Leaks" (Complete),
- Review open ACMP/OTDM for degraded/adverse conditions thatmay cause additional failures (Complete)
- Develop/Implement Procedure Guidance On Adverse ConditionsExpectations (Complete)
" Effectiveness Review (Goldsmith 1/30/10)
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Operations - Degraded Equipment (cont.)
V ResultsEqiipsntReibilinty ns
Critical Red-Yellow Systems
Noma .Mft*"4 4"",
Station Event Free Clock Rests
UV
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I[ f3H H -
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Maintenance - AFI MA.1-1, Procedure Usage
$" Gap* Lack of adherence to informational use procedures by
maintenance in-house and supplemental workers haschallenged configuration control, security and radiation practices.
$ Actions
" Paired Observations (on-going)
- Maintenance Director - Manager
- Manager-FLS
- FLS-FLS
" Contracted work force paired observations (on-going)
" Contracted work force interviews (on-going)
" Contracted situational challenge reviews (on-going)
" Work package reviews (on-going) Exel~n.Nuclear
3': .~. -- -- '.-.-----...... .~....~---{.&.~.,-<&.-.-----.-.- ~ ~'.-'..---*-' -.-......-
IIAA
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Mlaintenance - AFI MA.1 -1, Procedure Usage (cont.)WOMMgmal M. , I RMINNIMMEM
,/Results
" Crew Clock Resets
• Department Clock Resets
" Configuration Control Performance
• CM/EM Backlog
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Maintenance - GAP "A11 Hoskepn
,/GapPlant personnel and station management have not reinforcedstandards to ensure housekeeping expectations are understoodand met.
/Actions
-/$ Leadership Camp Project (complete)
,/Monthly Management/ Craft Walkdowns (on-going)
, Housekeeping included into all departments HPIPs (on-going)
v/ Developed inventory lists (complete)
/Aux Building clutter removal (complete)
,/Dynamic Learning Activity (DLA) (12/31/09)
,v/ Focus Housekeeping during E-meetings and work packages(on-going) Exelkn,
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ij Maintenance - GAP MA.1-1, Housekeeping (cont)
/ Results
• Crew Clock Resets
1 • Department Clock Resets
Configuration Control Performance
. CM/ EM Backlog
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A..7'"7 .
Metric - Documentation of Work
Events Maintenance Configuration Control Performancecmf
3
2
1
0
-30
25
20
15
10
-Level2
Level3
Level4
.CCPs
5
0Oct Nov Dec Jan Feb Mar Apr May Jun08 '08 '08 '09 09 '09 '09 '09 '09
Jul Aug'09 '09
Sep'09
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Metric - Procedure Adherence
30
25
20
15
10
5
0
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Maintenance & Shaw Crew Clock Resetsuw--;Imtitý I I I - III
18
10
14
12
10
B
6
4
2
0
f . fI 4 */ . tf 0 49 f
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Metric - Productivity
2009 Online Maintenance Corrective Backlog
24 -
22 -
20-
18-
16
14-
12
10
8-
24
22
.20
18
16
14
12
10
-8
I6 V
4 4
01 21 i -2 1ý pu
' 0 0
TotalW Correctie Tasks -Correctie GoalJ
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Metric - Productivity
Station - Elective bMaintenance Backlog Byron Stretch Target
_ -_ _ _ _ __- _ _ ___-- ____. Current BacklogReduction Goal-see.- ..... 380
450 ICurrent Stretch
Target
350
S.350 Elective Maintenance
460
soStation WO Bacldog~362
,aseOBkoStation WR Backloggo
19
-... .. .. " .x -....
so Work Ordemo • 49%
Date 281
Im Sltaton W O B acklog Station W R Baclo Byron Stretch Target - Backlg Reduction Goa•
L1 A
• • Exelhn.
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Engineering
*Gap- lISFSI Engineering Products Did Not Receive Adequate Input,
Challenge, And Support To Demonstrate Acceptance BeforeImplementation
• ActionsS- Issue interim guidance for Owner Acceptance Review (OAR) of
technical products (Complete)
- Perform CCA of ISFSI deficiencies (Complete)
- Implement process changes identified by the CCA (12/22/09)
- Effectiveness review to evaluate quality improvement in vendorprepared products (4/16/10)
• Resultsi- No critical errors associated with vendor products
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Engineering .i
* Gap
- Corrosion Work Order Tracking And Resolution
• Actions
- Develop method to grade issues and incorporate in IR templateand Passport query, communicate priority WOs to WC(Complete)
- Develop method to periodically reassess critical E3, E4 and E5corrosion items until corrosion driver is eliminated (Complete)
- Create actions to inspect critical susceptible piping normallyinaccessible or insulated (Complete)
- Complete inspections of critical susceptible inaccessible orinsulated piping (11/30/09)
- Convert ER codes to new format in Passport (El through E5)(11/30/09) Exek~n.
Nuclear
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Engineering SAMA
Actions (cont.)Develop method for periodically assessing the corrosion backlogand present assessment to PHC (12/17/09)Complete coating / repair of the following: CW discharge piping,CW cooling tower riser piping, SX make-up piping, SX001piping, OSX1 38 piping, WO piping on the VC chillers (6/10/10)
•Results
- No minimum wall issues on critical piping due to corrosion- Elimination of critical E4 and E5 corrosion issues- Critical E3 corrosion areas eliminated within 18 months of
identification
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Engineering
*Gap- Circuit Breaker Functional Failures in Safety Systems
° Actions
- CCA on all breaker issues for past four years (Complete)
- Develop trending program for MCCB test results (Complete)
- Improved procedural and troubleshooting guidance (Complete)
- Procure trucks for cubicle inspections (Complete)
- Benchmark Braidwood PM frequencies and testing procedures(Complete)
- Perform EACE on LV1 breaker failures (12/06/09)
- Perform CCA on MCC component failures (1/06/10)
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Engineering
Actions (cont.)Implement PM changes resulting from the CCA recommendationson MCC failures, pending completion of the CCA (1/15/10)
- Complete revised Maintenance Rule a(1) Action Plan for LV1
breakers (1/15/10)
- Effectiveness review (3/10/10)
* Expected Results- LV1 system returned to Maintenance Rule a(1) monitoring
status
- AP system returned to Maintenance Rule a(2) status
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