© 2012 rolls-royce plc the information in this document is the property of rolls-royce plc and may...
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© 2012 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
The Nuclear Supply Chain
Quality Assurance and Localisation
‘Trusted to Deliver Excellence’Andy Storer – Programme Director
Rolls-Royce proprietary information
AgendaIntroduction to our approach to developing a world-class nuclear supply
chain, focusing on the key enablers and ways to overcome the challenges
Rolls-Royce Nuclear Global Organisation
Key enablers to a quality supply chain
Delivering a nuclear supply chain
What we are doing in the UK
Summary
Rolls-Royce proprietary information
Rolls-Royce Nuclear
50 yearsNaval Nuclear
Propulsion PlantSupport
80 years Heavy Pressure
Vessel Manufacturing
50 yearsI&C systems in
200 reference sites around the world
Operate Licensed Sites
New Facilities
A global business with over 2600 employees
Rolls-Royce proprietary information
What makes a Quality Supply Chain?An effective & trusted supply chain that delivers the customer requirements right first time, on time
Key Enablers – working together…. Safe working environment Understanding of requirements Standardised integrated processes Sustainable capabilities Governance, compliance and process control Training, competency and nuclear safety culture Continuous improvement Advanced planning Investment in the supply chain
“Accept nothing nearly right or good enough.” – Sir Henry Royce
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Delivering a Nuclear Supply Chain
Using a nuclear experienced resource pool with the culture and skills to support Selecting suppliers that demonstrate the capability or an ability to develop
Early contract planning for success Engage with customers, regulators and code authorities Introduction of customer, code and regulatory requirements to suppliers Understanding current status with robust plans to address the gaps
Develop skills, capabilities and safety culture Application of safety related surveillance measures
Effective flow down of customer requirements Manage consequence of non-conformance Knowledge management and sharing Continuous improvement activities
Engage
Develop
Sustain and Improve
Select
Quality Standards
(Inter)nationalLegislation
CompanyPolicies
Regulatory Requirements
Customer Requirements
Classification Societies
Best Practice
Lessons Learned
Business Requirements
HS&E Standards
Rolls-Royce proprietary information
Localisation of Quality Systems
Requi
rem
ents
Governance
NuclearManagement
System
Behaviour
• Leadership & Sponsorship• Local culture & language
• Believe in the benefits• Training & learning
• Good experience• Communication
• Consequence
• Deliver customer satisfaction• Integrated activity road map• Demonstrable compliance• Appropriate & scalable• Relevant & up to date• Ease of navigation• Dynamic
• Process & output performance• Management Review• Audits & Reviews• Baseline for Improvement
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Meeting the Challenge in the UK
Design Engineering &Safety Case
Civil/Site Construction
Product Delivery
Install & Commission
(Mech & Elec)
CurrentState
FutureState
HMG Nuclear Supply Chain Action Plan
Nuclear Readiness Steering Committee
Quality Working Group
Nuclear Energy Skills Alliance
SummaryTo establish a Nuclear Quality Supply Chain …
Takes time, effort and strong leadership
Engage early and plan for success
Use existing expertise to establish, develop and deliver the enablers
Knowledge sharing and learning from experience
Build and develop a strong compliance and nuclear safety culture
Remove jargon and barriers to market entry
Understand and communicate requirements and benefits to the supply chain
Fleet approach will support developing an in-country capability
The bigger the opportunity the more likely to get localisation
Finally, consider…
What is important? What capabilities? How to retain the investment?
Req
uire
men
ts Behaviour
Governance
