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首页> 外文会议>Material Degradation and Related Managerial Issues at Nuclear Power Plants >MANAGERIAL IMPROVEMENT EFFORTS AFTER FINDING UNREPORTED CRACKS IN REACTOR COMPONENTS
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MANAGERIAL IMPROVEMENT EFFORTS AFTER FINDING UNREPORTED CRACKS IN REACTOR COMPONENTS

机译：在反应堆组件中发现未报告的裂纹后的管理改进工作

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In 2002 TEPCO found that there were unreported cracks in reactor components, of which inspection records had been falsified. Stress Corrosion Cracking indications found in Core Shrouds and Primary Loop Re-circulation pipes at some plants were removed from the inspection records and not reported to the regulators. Top management of TEPCO took the responsibility and resigned, and recovery was started under the leadership of new management team. First of all, behavioral standards were reconstituted to strongly support safety-first value. Ethics education was introduced and corporate ethics committee was organized with participation of external experts. Independent assessment organization was established to enhance quality assurance. Information became more transparent through Non-conformance Control Program. As for the material management, prevention and mitigation programs for the Stress Corrosion Cracking of reactor components were re-established. In addition to the above immediate recovery actions, long term improvement initiatives have also been launched and driven by our aspiration to excellence in safe operation of nuclear power plants. Vision and core values were set to align the people. Organizational learning was enhanced by benchmark studies, better systematic use of operational experience, self-assessment and external assessment. Based on these foundation blocks and with strong sponsorship from the top management, work processes were analyzed and improved by Peer Groups.
机译：2002年，东京电力公司发现反应堆部件中未报告裂缝，其检查记录已被伪造。在某些工厂的核心护罩和一次回路再循环管道中发现的应力腐蚀开裂迹象已从检查记录中删除，没有报告给监管机构。东京电力的最高管理层负责并辞职，在新的管理团队的领导下开始了恢复。首先，重新制定了行为标准以强烈支持安全第一的价值观。引入了道德教育，并在外部专家的参与下组织了企业道德委员会。建立了独立的评估机构以加强质量保证。通过不合格控制程序，信息变得更加透明。在材料管理方面，重新建立了反应堆部件应力腐蚀开裂的预防和缓解计划。除了上述立即采取的恢复行动外，还由于我们追求卓越实现核电厂安全运行的愿望而启动并推动了长期改进计划。设定愿景和核心价值观以使人们团结一致。通过基准研究，更好地系统地使用运营经验，自我评估和外部评估，增强了组织学习。在这些基础的基础上，并在最高管理层的大力支持下，Peer Groups对工作流程进行了分析和改进。

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