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

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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.)

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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-

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IiiI4

4I

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III

II

NRC Cross.Cutting & Allegation Matrix

111ADR0~Q2~Q

___6 2W~T 2 j 20NocessI

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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-

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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

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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

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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

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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)

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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

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NxelcenaNuclear

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,

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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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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)

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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

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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

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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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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

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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.

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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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En-moneering

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