Download Current Policyholders* Surplus

Results of 2016 PER On-site
Assessments
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PER On-Site Assessments Performed in 2016
 Containment Internal Structure Project
 Turbine Retrofit Project
 Feedwater Heater Replacement Project
 Generator Stator Replacement Project
 Reactor Coolant Pump Replacement Project
 Exciter Replacement Projects
 Reactor Vessel Head Replacement Project
 HP and LP Turbine Rotor Replacement Projects
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Beneficial Practices and Gaps Identified
 Beneficial Practices
 Laser scanning –
 This practice provided a very accurate 3D description of the project area (which is normally not
accessible during plant operations) to allow for detailed measurements and identification of
potential interferences.
 Operations representation –
 The project team included a dedicated Operations representative. This was beneficial in the
planning process, and reduced the potential for competing space conflicts during performance of
the work since this is normally a heavily utilized work area during a typical refueling outage.
 Concrete Mapping –
 A project to scan the concrete decks which could be affected by the project was performed. This
scan identified any existing cracks in the concrete. Additional scans were planned to be
performed to identify any new cracks that may appear as a result of the column installation.
 Mockup and Independent Review of Lifting/Rigging  Mitigating actions related to the risk of lifting and rigging complexity - the vendor offered, and
the site accepted, an opportunity to perform a mock-up lift movement. Also, an independent
third party review of the lift plan was planned to be performed.
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Beneficial Practices and Gaps Identified
 Beneficial Practices
 Use of Third Party Reviews (Multiple Projects) –
 Institute of Nuclear Power Operations (INPO) Event Report 14-20, Integrated Risk – Healthy
Technical Conscience, Recommendation 3 states that one attribute to be emphasized when
considering engineering oversight and support is the use of third-party reviews of “critical
inputs, assumptions, and technical decisions that can impact project risk.” Several stations
contracted several third-party reviews of critical design and engineering inputs, consistent with
INPO guidance.
 Use of Operating Experience and Subject Matter Experts –
 Operating Experience from relevant and similar projects was reviewed by the Station, and a
SME was contracted to perform project coordination through the critical phases. Additionally,
the station drafted several contingency plans and a cold weather plan based on previous
experience.
 High Impact Team –
 A HIT Team Charter was drafted and implemented with all critical vendors and stakeholders
included. Weekly meetings were being held between core members of the project team,
including Operations and Contractor Personnel. The conduct of one such meeting was observed
by NSO, and found to be highly efficient and beneficial. Use of a smaller “core” group of senior
project leaders facilitates open communication, and prompt resolution of potential problems.
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Beneficial Practices and Gaps Identified
 Beneficial Practices
 Retention of Project Team Personnel –
 Nearly all project team members from the Generator Excitation replacement project at one of the
station’s units were retained for the implementation of the same project for another unit.
 Project Team Experience –
 The Project Manager for this project was very experienced and had managed seven previous
successful RVCH replacement projects. The use of Subject Matter Expertise was evident in
every facet of the project that the assessment team reviewed. This is indicative of a high level of
commitment to ensuring project success.
 Vendor Oversight –
 The site had personnel stationed at the component manufacturing facility in South Korea. The
station’s personnel had proactively intervened with vendor oversight, and had discovered a
number of quality issues. These issues were addressed and corrected by the component
manufacturer. Station personnel were also present to witness key hold points and tests.
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Beneficial Practices and Gaps Identified
 Beneficial Practices
 Risk Identification –
 The Project Team had developed a thorough risk register with contingency plans. The project
risks were thoroughly understood and communicated to the appropriate levels of management.
 Control of Foreign Material –
 The station utilized a third party contractor that specializes in FME control. According to the
utility, this resulted in excellent FME control and documentation.
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Beneficial Practices and Gaps Identified
 Gaps Identified
 Use of Risk Register –
 Not all key project personnel were aware of, nor were they personally involved in the
development of, the Risk Register. The assessment team recommended that all personnel
involved in the project be made aware of the Risk Register and be encouraged to provide input
to this vitally important risk identification tool.
 Load Path Analysis –
 The assessment team recommended that the load path for several heavy lifts be reviewed to
ensure that the enterprise risks are fully understood and mitigated. For example, at the time of
the on-site review, there were no entries in the Risk Register pertaining to execution of the
lifting/rigging evolutions. Rigging failure or drop of load during critical lifts could result in
severe and potentially irreparable damage to the reactor vessel flange seating surfaces.
 Dispositioning of Third Party Review Results –
 Comments provided by a third-party reviewer should be formally dispositioned to ensure that
they are properly addressed. While some of the concerns identified by as a result of the thirdparty review had possibly been addressed by project management, there existed no formal
tracking mechanism to ensure that all supervisory project team members and station leadership
had been briefed on the resolutions and agreed with the dispositions.
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Beneficial Practices and Gaps Identified
 Gaps Identified
 No Independent Review of Complex Engineering Tasks –
 One suggestion presented to the Member was to have a third party perform a review of their
Engineering Control Packages (ECP). This was suggested due to the complexity of the project,
the use of two competing Original Equipment Manufacturers (OEMs) to fabricate key
components, First-of-a-Kind aspects associated with the project, and the compressed project
planning window.
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Questions?
Contact Stephen Katsouros
Senior Loss Control Representative
O-(302)573-2280, C-(302)588-0627
[email protected]
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STRICTLY CONFIDENTIAL - Any disclosure, copying, distribution, or use of the contents of the material is strictly prohibited without prior written consent of NEIL.