INPO Engineering – Configuration Management Activities

1. INPO Engineering – Configuration Management Activities Carl Faller Assistant Department Manager, Engineering-CM Bob Gambrill Department Manager, Engineering-CM Presentation to CMBG June 20-22, 2011

2. Topics • Consequences of Fukushima • Industry Performance (EN & CM Evaluation Results) • Margin Management • Engineering Product Quality • Digital Systems • Technical Conscience • Other Emerging Issues

3. Consequences of Fukushima

4. IER Level 1 11-1 Overview • Issued March 15 (rev March 18) • Focus is to provide near-term assurance of high state of readiness to respond to both design basis and beyond design basis events • Frequently asked questions—clarified intent of recommended actions • Walk down and inspection guidelines • Industry drafted, endorsed following INPO review and comment

5. Gap Overview

6. IER 11-1 General Trends / Themes • SAMG programs / processes have not been updated to reflect changes to plant configuration • Required equipment no longer exists • Procedure execution weaknesses • Contract elapsed / no longer valid • Required tools / equipment not staged • Material not properly maintained • Design vulnerabilities exist

7. IER 11-2, Spent Fuel Pool Loss of Cooling and Makeup • Issued April 26 • Increase sensitivity to SFP storage event response • Verify shutdown safety provisions applied to SFP during outage • Apply increased protection for SFPduring operating modes while heat load remains high • Provide time to saturation conditions to control room and emergency response staff • Abnormal operating procedures address loss of cooling and makeup • Emergency procedures contain precaution for monitoring SFP level and temperature

8. Fukushima - Next Steps • Review and consider EAG Working Group recommendations • Detailed Fukushima event timeline and causes • Industry lessons learned working meetings • New IERs to address other Fukushima lessons learned • SBO / focus on AC power

9. Industry Performance (CM & EN Evaluation Results)Categories of AFIs (through end of 1st Qtr 2011) Number of AFIs Performance Categories

10. Margin Management • Ongoing department focus area • Most stations have performed gap analysis to INPO 09-003, Excellence in the Management of Design and Operating Margins, and addressed identified gaps. • Examples of Performance Gaps: … issues that could adversely affect margin not consistently identified and prioritized as margin issues and integrated with the priority of other station issues ... … several margin issues not identified and adequately evaluated for resolution ...

11. Margin Management Contributors: …. lack of process / expectation guidance to review SSC deficiencies for potential impact on operating margin … insufficient management oversight to ensure margin issues are identified, tracked, and resolved; insufficient procedural guidance contributes ... … site personnel have insufficient understanding of program requirements / expectations

12. Engineering Product Quality • Focus is on the quality of the modification (produced in-house or by engineering service provider) when released by Engineering • Typically 10 AFIs / year (1/3 vendor, 2/3 in house) • Examples of Performance Gaps: … key design inputs not sufficient to assess the affect the modification will have on plant equipment … … validation and testing of modifications not adequate to ensure the modifications performed intended functions .. … (vendor associated) undetected errors in engineering products provided by vendors …

13. Engineering Product Quality Contributors … not being thorough with assumptions (e.g. not recognizing an assumption was made, not verifying) … cross cutting weak human performance … … weak failure modes affects … … (for vendors) inadequate engineering oversight and review of vendor supplied products .. … (for vendors) insufficient specification, missed verification of design requirements during owner acceptance reviews, compressed project schedules, lack of intrusive oversight of vendor activities …

14. Product Quality – Industry Aggregate Engineering Fundamentals Performance(Product Quality) Knowledge Worker Process Challenge Boards, Design Review Boards HU Tools Tools & Techniques Performance Indicators Observations Technical Risk Assessment Tools Training (to Improve Performance) Monitoring Performance(Product Quality) Employee Development Post Product Critique Quality Review Teams

15. Digital Systems • Digital system issues continue to result in consequential events, some resulting in plant scrams (six scrams in past two years linked with digital). • Evaluation findings (2009 and 2010) • 6 AFIs and 3 PDs • causes / contributors: • missed design attributes and failure modes • insufficient review / validation of vendor-supplied firmware • weaknesses in control of vendor software and testing • modifications not adequately specified on drawings • specifications not adequately reviewed and tested

16. Digital Systems • 3 Strengths • Project Management • Thoroughness of pre-installation testing • Process controls & guidance, early procurement of hardware, and diversified testing methods • INPO actions • Annual digital upgrade working meetings • Improve reporting of industry OE • Involvement with EPRI and ISA working groups • Good Practice: Improving Engineering Quality in Digital System Projects – Issued October 2010 to identify lessons learned and recommended practices in key areas Debbie Williams

17. Digital Systems • INPO actions Related to Cyber Security • EPIX trend codes developed to collect digital issues; includes codes for cyber . • Developing training modules for cyber assessment teams and general awareness (June /July 2011) and technical training (November 2011). • Developing a web page on INPO member site to share information related to cyber security. • Reviewing INPO documents and evaluation process for inclusion of cyber security attributes. (1st quarter 2012).

18. Technical Conscience Frequently Asked Questions

19. What are INPO’s expectations for use of the preliminary document ? • Incorporate the principles into ongoing organizational activities used to reinforce and anchor nuclear safety culture and professionalism of nuclear personnel. • INPO evaluation teams will use the principles documents to help identify and communicate causes and contributors to weak performance. • Sites are expected to provide feedback to INPO based on experiences with use of the preliminary documents. • We do not expect anyone to create an indicator to monitor TC or OF performance.

20. What is the relationship between the TC principles document and other INPO documents ? • Other principles documents • Performance Objectives and Criteria • SOER 10-02, “Engaged, Thinking Organizations”

21. How is the industry using the TC principles document to enhance performance? • Performing a gap analysis of performance in comparison to the principles documents • Reinforcing the principles during department and station meetings • Training • Familiarization/Reinforcement • Case Studies – reviewing the principles to discuss how they were (or should have been) applied during plant activities

22. Technical Conscience INPO Engr-CM perspective: • Overall, well received • Helping to frame staff’s thinking and communications • Based on feedback, do not anticipate any major changes to the finalized document • Many sites in the process of training (approach varies) • Detailed Training w/ DLA & modules tailored to: • Sr Leadership (all) • Engr Leadership • Individual Contributors Basic Power Point Overview Increasing Effectiveness

23. Emerging Industry Issues • Refocus on fundamentals and thinking vs. high reliance on process • Time critical operator actions • Consequences from Fukushima (to unfold over several years) Next Presentation