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INPO Update Operational Excellence Outcomes and Configuration Management. Glenn J. Neises, INPO Sr. Evaluator June 2004 CMBG. Session Content. INPO Mission and Cornerstones Operational Excellence Outcomes Overview Configuration Management Overview INPO Perspectives

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inpo update operational excellence outcomes and configuration management

INPO UpdateOperational Excellence Outcomes and Configuration Management

Glenn J. Neises, INPO Sr. Evaluator

June 2004 CMBG

session content
Session Content
  • INPO Mission and Cornerstones
  • Operational Excellence Outcomes Overview
  • Configuration Management Overview
  • INPO Perspectives
  • Configuration Management Current Themes
  • Future
inpo s mission
INPO’s Mission

To promote the highest levels of safety and reliability – to promote excellence –

in the operation of nuclear electric generating plants

inpo cornerstones

Accreditation and Training

Analysis

INPO Cornerstones

Evaluations

Assistance

plant evaluation areas

Evaluations

Plant Evaluation Areas
  • Organizational Effectiveness
  • Equipment Reliability
  • Operational Focus
  • Performance Improvement
  • Configuration Management
  • Radiological Protection
  • Work Management
  • Maintenance
  • Engineering
  • Operations
  • Chemistry
analysis

Analysis

Analysis
  • Analysis of industry trends and data
  • Detect emerging industry trends
  • Predict future performance issues
  • Evaluation focus areas
why oeo
Why OEO?
  • Changed industry
  • High levels of safety and reliability
  • A few stations unable to keep pace
  • Events revealed increased effort needed in several areas
  • A few activities important to operational excellence not evaluated
  • Robust self-assessment and corrective action programs
slide9

Sustainable, Event-Free Operations

Sustainable, High Levels of Plant Performance

Avoidance of Unplanned, Long-Duration Shutdowns

Operational Excellence

Well-Managed and Understood Safety, Design, and Operational

Margins

Highly-Skilled, Knowledgeable, and Collaborative Workforce

High Levels of Plant Worker Safety

slide10

CM.1

Maintaining Margins Consistent with Design Requirements

Well-Managed and Understood Safety, Design, and Operational Margins

CM.2

Operational Configuration Control

CM.3

Design Change Processes

why configuration management
Why Configuration Management?
  • Plant safety degraded, long-term shutdowns caused by problems with:
    • Operating and design margins
    • Design basis validity
    • Plant status and configuration control
    • Design product quality
    • Quality and oversight of engineering programs
slide13

Evaluating Configuration Management

CM.5

Reactor Cores Designed

& Operated within

Performance Limits

CM.3

CM Processes Clearly Defined & Implemented

CM.1

Performance & Configuration

Consistent with Design Requirements

Well Managed

Margins

CM.2

Activities Maintain

Configuration, Operating & Design Margins

CM.4

Engineering Provides

Technical Information

& Support

evaluating configuration management
Evaluating Configuration Management

Approved Programs

For Fuel Movement &

Storage

Quality Design

Requirements Documented

& Retrievable

Rigorous Programs

For Core Design,

Reactivity Mgmt,

& Core Monitoring

Design

Authority

is Clear

Sound

Engineering

Programs

Personnel Trained

On Plant Changes

Defect Free

Fuel Operation

FME

Controls

Infrequently

Performed T&E

Controlled

Reactor Engineers

Provide Support

Written Guidance

Controls

CM Functions

Degraded

Conditions

Evaluated

Design Interfaces

Effective

Good Craft

Workmanship

CM.5

Reactor Cores Designed

& Operated within

Performance Limits

SSCs

Meet

Requirements

Temp Mods

Controlled

CM.3

CM Processes

Clearly Defined &

Implemented

Design Control

Is Rigorous

CM.1

Performance & Configuration

Consistent

with Design Requirements

Margins Verified

Thru

Testing

Field Changes

Evaluated

Safety Evaluations

Are Thorough

Well Managed

Margins

PM & PdM

Validates Margins

CM.4

Engineering Provides

Technical Information

& Support

Physical

Plant Matches

Documentation

EOP and AOP

Bases Documented

Design &Operating Margins

Documented

CM.2

Activities Maintain

Configuration, Operating, & Design Margins

Design Authority is Clear

Process Controls

Maintain D &L Limits

Vulnerabilities

Identified

Proper

Vendor

Oversight

OP and MA

Maintain

Status Plant

Training

Addresses

Roles

Degraded Conditions

Resolved Aggressively

Sound Parts

Evaluations

Contingencies Planned

Comprehensive

Testing & Engineering

Programs

Extent of

Condition

Investigated

Quality Engineering

Products

Emergent Issues

Promptly Investigated

evaluating configuration management15
Evaluating Configuration Management
  • Advance Screening (analysis)
    • Historical or present issues and initiatives
  • Preliminary Evaluation Plan (3-4 weeks prior)
    • General focus areas
    • Specific document reviews
  • Refined Evaluation Plan (1 week prior)
    • Interview schedule
    • Specific focus areas
  • In-field activities / observations (on-site weeks)
    • dialogue on impacts, causes, extent of condition
performance indicator index
Performance Indicator Index

*2004 values as of March 31, 2004

performance indicator index18
Performance Indicator Index

All components of the index have declinedslightly

  • Unit capability factor
  • Forced loss rate
  • Unplanned automatic scrams
  • Safety system performance
  • Fuel reliability
  • Chemistry performance
  • Collective radiation exposure
  • Industrial safety
slide19
Why?
  • Equipment performance has declined
  • Grid and switchyard problems are challenging operations
  • Non-station personnel not well trained or supervised
  • Senior managers are less focused on operations
  • Short-term and long-term needs are out of balance
engineering product quality
Engineering Product Quality
  • Examples:
    • Engineering results not supported with rigorous documentation
    • Modification delays
    • Vendor errors
    • Temporary modification control
    • Calculation errors
engineering product quality25
Engineering Product Quality
  • Causes:
    • Supervisor engagement
    • Lack of operating experience use
    • Preparation & verification not thorough
    • Lack of human performance tool use
    • Inadequate modification review meetings
    • Inadequate vendor oversight
    • Insufficient verification or testing for vendor-supplied designs
operational configuration control
Operational Configuration Control
  • Examples:
    • Changes to the plant without approved engineering documents
    • Uncontrolled temp power / temp mods
    • Long term open operability determinations
    • Mispositionings resulting in equipment damage
    • Uncontrolled equipment and setpoint changes
    • Blocking of protective equipment trips
    • Protective doors locked open
operational configuration control27
Operational Configuration Control
  • Causes:
    • Personnel lack an understanding of the design change process
    • Indicators limited to component mispositionings
    • Human performance weaknesses
    • Inadequate engineering management oversight
    • Tolerance of temporary, unauthorized changes
    • CM viewed by station personnel as a design engineering role as opposed to a station role
margin management
Margin Management
  • Examples:
    • Low operational margin on safety-related components
    • Safety-related heat exchanger tube blockage
    • Design documents & calcs not updated
    • Errors in operability determinations
    • Modifications don’t consider all operating regimes
    • Modifications cause significantly reduced operational margins
margin management29
Margin Management
  • Causes:
    • Lack of operating margin focus
    • Inadequate testing and monitoring programs
    • Insufficient understanding of design information
    • Station management did not challenge and question power uprate evaluations
    • Power uprate was a fast-track project, and time pressure contributed to insufficient reviews
reactor engineering fuel
Reactor Engineering & Fuel
  • Examples:
    • Fuel Failures
    • Reactor engineering support & communication with operations
    • Incorrect values entered into computer calculations
  • Causes:
    • High localized power due to control rod movement
    • No long-term, integrated plan to achieve zero fuel defects
    • Unclear expectations for reactor engineering support
    • Inadequate human performance tool use
engineering programs
Engineering Programs
  • Examples:
    • Program results not verified or in error
    • Testing not adequately performed
  • Causes:
    • Inadequate management oversight
    • Insufficient coordination between modification & testing program
    • Inadequate program and component health monitoring
    • Turnover of program engineers
recurring causes
Recurring Causes
  • Management oversight
  • Human performance
  • Oversight of non-station personnel
  • Procedure / process adherence or adequacy
future

Future

What else is out there

slide34

Transformers

Grid

Margins /

Power Uprate

Fuel

Emerging

slide35

Actions

  • Evaluations
    • Margin Focus
    • Programs Review
      • Engineering Program Excellence Guidelines
  • Initiatives
    • Nuclear Fuel
    • Engineering Work Management
    • Non-station Personnel
    • Transformers and Switchyards
good news
Good News!
  • Many strengths continue to be written (31)
    • CM steering committee used to raise awareness on low margin components
    • Improved procurement process for critical station components
    • Calculation simplification to reduce the probability design errors
    • Benchmarking to improve configuration management activities
    • Effective fleet communications to implement notable CM improvements
    • Operation without fuel defects for ten years
good news37
Good News!
  • Improved evaluation process
    • Pre-evaluation activities leading to better core team preparation
    • Improved counterpart dialog
    • Better developed causes, contributors, and insights
    • Higher-level, vulnerability AFIs
    • More issues related to manager and supervisor performance
    • Improved cross-functional evaluation process is being well received
margins
Margins
  • “By decreasing our margins, we are relying more and more heavily on our operators, engineers, and managers to make the right decisions, and to make them in a timely manner.”

Zack T. Pate

WANO Biennial General Meeting March 2002