Nuclear Plant Journal Outage Management ... - Digital Versions

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Prioritizing Safety, Quality, & Schedule By Tom Sharkey, Dominion. 1. Which of Dominion’s plants has minimum refueling outage period? Please describe about Dominion’s strategies which have resulted in this minimal refueling outage accomplishments. Our primary focus above all else during our refueling outages is to protect the reactor cores. It is our industry’s unique and ultimate responsibility. During a plant’s refueling outage, we remove two of the three primary barriers between the nuclear fuel and the outside atmosphere, the reactor vessel head and usually the containment equipment hatch. Our staff clearly plans and focuses on these planned conditions especially with the addition of several hundred supplemental workers on our sites, many without previous nuclear experience. Our ability to prepare and execute an efficient refueling outage duration allows us to best manage the risks involved. The plant staffs are focused on outage preparations by our leaders and processes. The Chief Nuclear Officer establishes the importance of successful outage preparations by being involved in the two executive outage readiness reviews for each plant. Station leaders use weekly outage management meetings, challenge reviews, High Impact Teams, project teams to ensure the staff is engaged. Outage scope and milestones are critical. Scope determines the outage duration. Milestones met on time and accurately are the best outage preparation. Our two Virginia nuclear stations have had seen successful durations in their last refueling outages. North Anna just completed a 25 day spring 2009 outage that included a 10 year reactor vessel ISI inspection. Surry station’s last outage was 24 days. Selecting the proper outage scope is the key factor in determining the outage duration. Just-In-Time review of scheduled preventative maintenance by Tom Sharkey Tom Sharkey is the Dominion Director of Nuclear Fleet Outage Performance. He has 31 years of nuclear power a cross discipline team has helped scope selection. Another factor is the continuous outage preparation by the site management and staff with cross-discipline project teams and the subsequent challenge board reviews. Meeting outage milestones on time in a quality manner forces the organization to be ready. From industry benchmarking, we instituted corporate executive outage readiness reviews at 6 months and 2 months prior to the outage in order to ensure the station staff maintains a focus on outage preparations. leadership experience beginning with fi ve years in the U.S. Navy, followed by three years as a shift test engineer at a submarine shipbuilder, 22 years at a commercial nuclear power plant in the areas of Operations, Licensing, and Engineering, a loaned employee tour in the areas of maintenance and work management at the Institute of Nuclear Power Operations, and a two year corporate position in nuclear fl eet integration. He has held a senior reactor operations license. His degrees include a BS in Aerospace Engineering from St. Louis University, and an MS in Nuclear Engineering from the University of Missouri. He is a licensed Professional Engineer in Missouri and Virginia. The leaders and the Chief Nuclear Office in particular have made outages a priority. Proper station oversight of vendor projects particularly projects that are unique or first time evolutions are critical to a successful duration. 2. How are “lessons learned” from one refueling outage transferred to implementation of “refueling outage” of the same plant or another Dominion plant? Responses to questions by Newal Agnihotri, Editor of Nuclear Plant Journal. Surry Nuclear Station 24 www.nuclearplantjournal.com Nuclear Plant Journal, May-June 2009
The Outage & Planning managers from each of our four stations and a corporate outage director meet weekly by phone to share outage lessons learned. Three times a year the group meets face to face to engage in detailed discussions for improvements needed. We identify process changes needed and then revise our fleet outage documents to improve our common processes. 3. How does Dominion ensure minimal radiation exposure to its workers during refueling outages? As a result of comparing our nuclear fleet’s Collective Radiation Exposure (CRE) history against the industry, our RP manager peer group established a charter initiative to improve CRE. The peer group consists of the RP/Chemistry managers form each of our four stations along with a corporate support peer. North Anna achieved a spring 2009 outage by meeting their stretch dose goal of less than 78 Rem. 4. How does Dominion make the personnel and the supervisors of the contractors to take ownership about the outcome of the refueling outage? What are the organizational, administrative, and motivational techniques used to accomplish this objective? Our philosophy on supplemental personnel is that they are part of the Dominion team when they are on site and that they are an essential and integral part for the success of our outage. We treat them with dignity and respect, while holding them accountable to the same standards, expectations, and procedures as Dominion personnel. We emphasize that our priorities are “SAFETY, QUALITY and SCHEDULE and send a clear message that Safety is the most important attribute with Quality being second. We communicate the message that when the first two are achieved, the schedule will follow. We have a core group of supplemental personnel on site year round which perform plant modifications. These personnel have been on-site long enough to understand the Dominion model, our policies and procedures. The core supplemental personnel typically assume key leadership roles during an outage. This improves the oversight by providing experienced personnel who understand North Anna Nuclear Station the Dominion model. The remainder of the leadership team is brought in early to allow for time to prep for their jobs and acclimate to Dominion policies and procedures. The core group is involved in selecting the additional foreman for the outage. The craft are evaluated upon exit and those who are recommended for return are requested. These craft return with the attitude that they are part of the Dominion team and have an impact on the outage. For example, the turbine group had greater than 90% returnee rate in North Anna’s recent outage. Ownership by the craft is improved by the fact that they are involved in many of the day to day activities of plant modifications including walkdowns of the jobs, review of the design change packages and work orders and attendance at meetings where the design changes are discussed. A supplemental electrician is currently on the station’s safety committee which reinforces that they are part of the team and their input is important. Supplemental craft have also been utilized in station self assessments. This increases their understanding of the stations’ programs while reinforcing their benefit to the station. Supplemental workers are recognized for good work. Examples of these include the Good Catch Program, meal tickets, ALARA awareness recognition, and BOOST team observations. Weekly safety meetings are continued through the outage. The meetings are led by the supplemental craft and attended by Dominion leadership. This reinforces that they own safety and that Dominion supports it. Our Fleet document on Control of Supplemental Workers provides guidance in this area. Two attachments ensure that all supplemental personnel meet with their Dominion point of Contact (DPOC) prior to starting work and evaluate supplemental supervisor candidates and document their acceptability. Outage presentations are provided to all supplemental. These presentations reinforce the Dominion message of safety first, their importance to our success, expectations, and operation experience, etc. Contact: Richard Zuercher, Dominion, 5000 Dominion Blvd. Suite 2SE, Glen Allen, VA 23060; telephone: (804) 273-3825, fax: (804) 273-3471, email: Richard.Zuercher@dom.com. Nuclear Plant Journal, May-June 2009 www.nuclearplantjournal.com 25
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