Coming together and getting it done during U2 16RIO: PPL Susquehanna, Crane Nuclear valve team demonstrate how

Last outage, any member of the Valve Team might tell you that the work experience between PPL Susquehanna and main valve contractor Crane Nuclear was less than perfect. Members of the team would say, “far less than perfect.”

“Looking back, the work situation was set-up for failure on many fronts, including a lack of preparation of both parties, a lack of teamwork and an unfavorable working relationship,” said Maintenance Outage Manager Dan Downs. “From Susquehanna’s perspective, we didn’t help Crane achieve success performing the work we brought them here to do.”

But in the fall of 2012, PPL Susquehanna’s Maintenance organization established a Valve Team to prepare for U2 16RIO, responsible for all valves – except for the majority of electrical maintenance Motor Operated Valves (MOVs). The vision was clear: all work would be managed from one place, with one team.

“One of the primary differences this time was having established a good relationship with Crane Nuclear,” said Dan. “We laid out clear expectations with each other about what it would take to be successful – and we held each other accountable to those expectations.”

The physical environment was also key to improved workflow. It was important that the work environment be efficient and logistically smart for effective communications, especially for: Parts handling and organization; and tailboard space allowed focus within the team. In addition, key characteristics of the workforce assembled to oversee Susquehanna’s Valve Projects included: 1.) More qualified and better-trained personnel; 2.) Better detailed preparation, including lessons learned, and; 3.) Skilled management team with strong and supportive relationships.

A strong kick-off was essential to the start of U2 16RIO. Susquehanna’s Maintenance Management and the Crane Nuclear team met offsite, prior to the outage, to review the strategy and plans as they existed. This was not the first time – certainly not the last time – that the groups would meet collectively. They came together on this particular day and focused on safety, human performance, Operating Experience, Efficiency and Teamwork.

Dan closed the initial meeting by challenging the team to achieve three specific goals by the end of the outage:
• To complete the work safely and event free
• To complete the work correctly
• For all Crane Nuclear employees to leave the Station feeling that Susquehanna is the #1 nuclear site to which they want to return

Was the planning process efficient? If we looked at last outage, valve work-related issues pushed 2012’s U1 17RIO out four additional days. But during 2013’s U2 16RIO, work was laid out more thoughtfully (physical location in the plant, system relationships and impacts) by Nuclear Field Services Supervisor Jay Houseknecht, one of the most experienced and knowledgeable supervisors at the Station.

How do they work to their plan and maintain their focus? Each shift gathers prior to the start of the work day for a comprehensive Tailboard.

“And each lead plays a part, reviewing their work for the day to show there is clear alignment and responsibility,” said Dan. “Questions about roles and responsibilities don’t come up and delay progress, because these things are established and reinforced on a daily basis. The technicians really appreciate that they largely end-up doing what was planned when they were together at the beginning of the shift.”

Dan said that the team wasn’t worried about being constantly redirected, pulled off their area of focus. He said that during the busiest of times, the basics can find themselves replaced by the most current drama.

A practical change this year that has demonstrated positive results included ‘staggered starts’ for the supervision team. This change allowed enhanced turnovers between shifts, and time to get a solid sense of priorities, real and potential obstacles, and a look forward in terms of strategy and opportunity to communicate about the issues on an ongoing basis. The staggered arrangement also facilitated a jump-start on clearance order organization, another potential stumbling block.

“Last year, delayed starts – sometimes three to four hours – were a common occurrence,” said Dan. “This year, we’ve seen team members out in the plant within 45 minutes of their shift start – even with the comprehensive Safety and ECP/Pre Job Briefs.”

Work has also progressed safely and with pride, said Dan. The valve team has demonstrated a positive can-do attitude, with a respect for procedure adherence and working as they have been trained.

“Last year, it felt like we did not get strong encouragement or support here. We felt like outcasts,” said Sharon Hays, who handles Crane Nuclear’s administrative support. “This year, people came here eager to do a better job. There is far more confidence in the plan – and in Susquehanna than there was last year.”

Because of the effectiveness of the management of their work, the circulating water crew surpassed expectations and was able to take their team over to NSSS and bulk valves to help when some delays were experienced there.

The Air Operated Valves Crew (AOV) led by Brook Heller and Ned Runge, performed consistently ahead of the curve this outage.

“Having a two-hour difference in scheduled start between the foremen and the crew allowed greater preparation of work packages, enabling the crew to get to work immediately,” said Maintenance Production Foreman Brook Heller. “A comprehensive look-ahead also helped because when delays cropped up on some jobs, we knew exactly which work could be quickly redirected.”

Involvement of peripheral groups was also important. The team continued the effective practice of dedicated I&C Technicians and Engineering staff. And as far as Operations support for U2 16RIO is concerned, Brook is complimentary.

“Unit Supervisor Carl Young kept his word. Prior to the outage, Carl planned for and promised responsive Operations support, and we had it when it was needed,” said Brook. “Outage Management’s Billy Fagan provided assistance with levelizing work when the crew began to receive increase requests for work. And it doesn’t hurt that I was working with an awesome crew of journeymen and mechanics.”

Twenty-three days into it, the staff remains safety conscious and efficient. “There is a lot of work being done,” said Sharon. “We’re tired but relaxed, if that makes sense. We’re working diligently but what is absent is the unproductive tension and stress.”

Crane Nuclear’s Project Manager Tim Teske affirms the way this outage was setup and implemented. “It is exciting to be a part of a positive culture change and we are proud to have had a role in Susquehanna’s outage success to date.”

(Day Shift) PPL Susquehanna and Crane Nuclear learned how to work together early on – and their preparation played out as planned during U2 16RIO.

(Night Shift) PPL Susquehanna and Crane Nuclear came together and agreed to these three objectives for U2 16RIO: 1.) To complete the work safely and event free; 2.) To complete work correctly; and 3.) For all Crane Nuclear employees to leave the Station feeling that Susquehanna is the number one nuclear site to which they want to return.