ML080940554

Meeting Slides, 2007 NRC End-of-Cycle Plant Performance Assessment Meeting Kewaunee Power Station

ML080940554
Person / Time
Site:	Kewaunee
Issue date:	04/01/2008
From:	Dominion, Dominion Energy Kewaunee
To:	NRC/RGN-III
References
Download: ML080940554 (31)

Text

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

2007 NRC End-of-Cycle Plant Performance Assessment Meeting Kewaunee Power Station April 1, 2008

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

Agenda

• Opening Remarks - Steve Scace

• Problem Identification & Resolution - Paul Blasioli

• Human Performance - Mike Crist

• Summary - Steve Scace

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

Stephen E. Scace Site Vice President Kewaunee Power Station

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

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

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

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

2008 Picture of Success 6

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

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

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

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

Paul Blasioli Director, Organizational Effectiveness Kewaunee Power Station

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

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)

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

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

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

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

• Implemented metrics to measure progress

• CARB metrics

• CAP measures of success

- Weekly and monthly reports

- Station and department level ratings

• Director / Manager performance criteria

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

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

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

PI&R Cross-Cutting Issue

• 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 Focus on Continuous Improvement

Improved ACE Timeliness ACE Timeliness Corrective Action Index Metric 2 0

10 20 30 40 50 60 70 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Index Value Avg Age in Days Threshold Value Excellence Goal Good 14 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

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

0 10 20 30 40 50 60 70 80 90 100 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 (%)

Average ACE Score (%)

Goal (Maximum value)

Cut-off for Minimum value Good Improved ACE Quality 16 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

Improved RCE Quality 0

20 40 60 80 100 120 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 (% )

Average RCE Score (%)

Goal (Maximum value)

Cut-off for Minimum value Good 17 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

Reduced CA Assignments Open Activities in CRS by Priority 0

100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 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 Pri High Pri Medium Pri Low Open Activities in T-Track by Priority 0

25 50 75 100 125 150 175 200 225 250 275 300 325 350 375 400 425 450 475 500 525 550 575 600 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 Pri 1 Pri 2 Pri 3 Pri 4 18 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

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

Mike Crist Plant Manager Kewaunee Power Station

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

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

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

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

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

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

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

• 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 HU Crossing Cutting Issue

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

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

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

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

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

Human Performance -

Department Performance 0.000 0.200 0.400 0.600 0.800 1.000 1.200 Mar 07 Apr 07 May 07 Jun 07 Jul 07 Aug 07 Sep 07 Oct 07 Nov 07 Dec 07 Jan 08 Feb 08 Events/10000 hours w orked Human Performance Event Rate-YTD HU Event Rate - 12 mo. Rolling Good 27 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

Human Performance Leading Indicator -

Industrial Safety 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 ISAR-KPS.

RAR-KPS.

Dom. Target Kewaunee Employees-YTD Good 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 ISAR-Cont.

RAR-Cont.

Cont. Target Supplemental Personnel -YTD Good 28 z Safety z Alignment z Ownership and Accountability z z Continuous Improvement z Respecting Others z Integrity z Core Values:

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

Stephen E. Scace Site Vice President Kewaunee Power Station

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

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

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