nuclear power fleet operation perspective september 13, 2004
DESCRIPTION
Jim Hill Director, NMC Performance Assessment NEI SNPM Working Group ASQ Nuclear Power Production Committee. Nuclear Power Fleet Operation Perspective September 13, 2004. MN. WI. MI. Monticello. Hudson HQ. Kewaunee. Prairie Island. Point Beach. Palisades. IA. - PowerPoint PPT PresentationTRANSCRIPT
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Jim Hill Director, NMC Performance Assessment
NEI SNPM Working Group ASQ Nuclear Power Production Committee
Nuclear Power
Fleet Operation Perspective
September 13, 2004
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Monticello
Point Beach
Kewaunee
PalisadesPrairie Island
Duane Arnold Energy Center
MN
IA
WIMI
Hudson HQ
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Nuclear PowerProduction Committee
NPPC Mission
To initiate, develop, and communicate improvements to the body of knowledge and tools applicable to quality management and quality engineering, and to promote the use of the knowledge and tools as applicable to nuclear power production.
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Operational Challenges• Maintaining or improving operational
performance while controlling costs
– Standardization of work processes
• Ensure public confidence in safety of nuclear operations
– Plant Operation
– Storage and transport of used nuclear fuel
• Other– Re-licensing
– Aging Workforce
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Process-Based Perspective of Site
Objectives & Goals
Planning
Budgeting
ManagementReporting
Core Production Processes Customers•Asset Owner•Local Community
EmployeeSelection
Training &Development
Recognition& Rewards
PerformanceManagement
Communication
View the site as a business enterprise
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1
Spectrum of Performance
StakeholderValue
Customer &RegulatorPerception
Managementand Employee
Skills andCulture
ProcessCycle Time
ProcessQuality
Safe, Reliable,Cost-Effective
Generation
Management Vision & Stra tegyNuclear Generation will remain a long-te rm
reliable provider of electr icity at acompetitive price
Process ManagementSet Performance Goals. Use measures to assess
whether per formance is meeting goals. Useinformation to improve process.
Culture of Learning/ImprovementManagement and personnel skills and a ttitudes
suppor t conservative decision-making andperformance assessment. Culture makes data-based decisions and uses process management
for continuous improvement.
LaggingResults
LeadingIndicators
NRC - Focused on Safety of Operations
Adapted from: EED-99-01 Recommendations for the Implementation of Selected Leading Indicators of Performance at Nuclear Power Production Plants, ASQ, 1999
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NRCRole: Maintain Regulation, issue licenses for operation
of nuclear facilities, control of materials, etc.• Performance Measures for plant operators
– Creation further development of set of measures to monitor regulatory performance
• Focused solely on safety of operations• Primarily measures outcomes, “leading” measures are
very limited (appropriate for a regulator)
• Significance Determination Process– Probabilistic Risk Assessment used to assess violations.
What risk was presented by the condition?
See www.nrc.gov - very open information on these processes, and performance information on reactor operation
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NEI Role: To foster and encourage the continued safe utilization
and development of nuclear energy to meet the nation’s energy, environmental and economic goals
• Policy direction• Unified approach to regulatory issues, reliability and
economic efficiency• Encouragement to educational institutions to promote
education in nuclear energy disciplines
Industry Executives have challenged NEI to improve efficiency, coordination and shift some resources to most important issues– Development of Standard Nuclear Performance Model
(SNPM) for more effective process management
See www.nei.org for more information
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WM001-009Work
Management
CM001-004Manage
Configuration
EquipmentReliabilityER001-004
OP001-003Operate
Plant
MS001-006Materials and
Services
$$$$$ElectricityProductio
n $$$$$
LP001 andLP003-006
LossPrevention
T001-003Training
NF001-003Nuclear
Fuel
|----------------------- ENABLING PROCESSES --------------|
CORE BUSINESS OPERATIONALPROCESSES
MANAGEMENTPROCESSES
SS001InformationTechnology
SS003Information
Management
SS004Human Resources
Culture / People
SS002Business Services
Nuclear AssetManagement/
Strategy/Budget/Plan/Implement
Leadership-
Vision/BusinessObjectives
-
ManagementStructure
LP002PerformanceImprovement
SS005, SS006SS007
SupportServices
Performance
COMPETITIVE ENVIRONMENT AND STAKEHOLDERS
FeedbackLoops
Cost
SS002Cost/
Budget
Standard Nuclear Process Model (Rev 4) – Executive View
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Electricity Production
Operate Plant (INPO)INPO 01-002 Conduct of Operations
Work Management (INPO)(AP-928, Rev. 1)
Materials andServices (NEI) (AP-
908, Rev. 2))
ManageConfiguration
(CMBG) (ANSI/NIRMA CM
1.0-2000)
EquipmentReliability(INPO) (AP-
913,Rev 1)
ManagementProcesses and
Support Services(NEI)
LossPrevention
(NEI)
Training(INPO)(AP-921)
Nuclear Fuel(NEI)
OP001 Operate and Monitor Structues, Systems and Components (INPO)OP002 Monitor and Control Effluents (AP-902) (NEI)OP003 Monitor and Control Plant Chemistry (INPO)
WM001 Perform Planning (AP-925)WM002 Perform Scheduling (AP-925)WM003 Perform Preventive MaintenanceWM004 Perform Corrective MaintenanceWM005 Maintain Non-Plant EquipmentWM006 Perform Plant Improvement MaintenanceWM007 Monitor and Control Radiation ExposureWM008 Monitor and Control ContaminationWM009 Perform Minor Maintenance/FIN
CM001 Evaluate Problem or Desired Change (INPO)CM002 Change Design Requirements (INPO AP-929)CM003 Change Physical Configuration (INPO)CM004 Change Facility Configuration Information (INPO)
ER001 Life Cycle ManagementER002 Performance MonitoringER003 Continuous Equipment Reliabillity ImprovementER004 Perform Predictive Maintenance
MS001 Provide Inventory ManagementMS002 Procure MaterialsMS003 Procure ServicesMS004 Provide WarehousingMS005 Repairs, Refurbishment and ReturnsMS006 Disposition of Unneeded Material
SS001 Provide Information Technology ServicesSS002 Provide Business ServicesSS003 Provide Information Management ServicesSS004 Human Resources ServicesSS005 Maintain Grounds, Facilities, and VehiclesSS006 Support Community and Government ServicesSS007 Support Industry Professional and Trade Associations
LP001 Provide Security Measures (NEI)LP002 Provide Performance Monitoring and Improvement Services (AP-903) (INPO)LP003 Provide Safety Services (INPO)LP004 Maintain Licenses and Permits (NEI)LP005 Perform Emergency Planning (NEI)LP006 Provide Fire Protection (NEI)
T001 Develop Training ProgramsT002 Conduct TrainingT003 Attend Training
Process Hierarchy
8 Process Level
Activity level
Task
Level 0
Level 2
Core Processes
Enabling Processes
44 Sub-processesEUCGNumber
Level 1
Level 3Levels 2 and
3 areCompanySpecific
EUCGNumber
Legend
1. (AP-XXX) = Process Description
2. For Process Descriptions, see also NEIBenchmarking Reports filed by processand EUCG Cost Code
NF001 Provide Fuel ManagementServicesNF002 Provide and Transport FuelNF003 Provide Handling, Storage, andDisposal of Fuel
SNPM provides industry a
picture of site business
enterprise
Safety of Operation
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NEI Performance Improvement• The objective of performance improvement is to
continuously explore ways to:– Increase business efficiency– Lower operating cost– Maintain or improve safety
• This is accomplished by:– Focusing on process management– Maintaining a Standard Nuclear Performance Model– Conducting benchmarking training– Understanding Change Management– Developing and Maintaining “Communities of Practice”
in each process area
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Communities of Practice
Established CoPs
• Configuration Management
• Materials and Services (Supply Chain)
• Information Technology
• Information Management
• Human Resources
• Equipment Reliability
CoP Discussions
• Emergency Preparedness
• Fire Protection
• HP-Radiation Protection
• Licensing & Permits
• Work Management
• Performance Monitoring and Improvement (LP002)
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Community of Practice
EPRI
SIG
SIG
Communicate InformationIdentify & CoordinateResolution of Issues
Coordinate Improvement ActivitiesUpdate of Process Descriptions &Business Performance indicators
SIG
INPO
NEI
OtherCOPs
NSSSOGs
Utilities
Suppliers/Vendors
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NEI Proposed Performance ImprovementCommunity of Practice
EPRIHU
HPRCT
Self-AssessmentManagers
LP002 CoPUpdate of Process Descriptions &Business Performance indicators
Coordinate ActivitiesIdentify & Coordinate Issues
Communicate Information
CAP
INPOPI and L
NEIPPI
OtherCoPs
OGs
Utilities
ASQNPPC
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Standard Nuclear Performance
Model Framework
•Standard Processes•Process Maps•High Level KPIs•Flexible Organization Design•Benchmarking Projects•Good Practices
Business Case“Why”
Tools & Techniques“How”
•Process Improvement•Training- Lean Tools•Change Management •Human Motivation•Management Tools•Integration
•Effective Human Motivation•Cost•Quality•Performance•Consistency•Production Capacity
Big Picture
Business/Tactical Planning Project ManagementIntegrating Framework
SpecificImprovements
(measured)
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Traditional NPPC projects are being rapidly “taken over” – this is a good thing!
• Management is taking over responsibility for Quality functions and systems
• More INPO and EPRI alignment around NEI SNPM– Used as planning framework for joint EPRI, INPO, and
NEI meeting
Where can ASQ help? Emphasize quality concepts in CoPs and business enterprise – the NPPC Mission still applies
• Quality Management Division
• Statistics Division
NPPC – Where to go?
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Nuclear Plant Operation:Safe and Secure
• America’s nuclear plants are part of our vital industrial infrastructure.
• They were among the most secure industrial facilities before Sept. 11.
• They’re even more secure now.
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Industry Response to 9/11:Immediate Actions
• All nuclear plants to highest alert level– Increased patrols– Augmented security forces and capabilities– Heightened coordination with law enforcement
and military authorities– Limitations on access to plant sites
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Industry Response to 9/11:Immediate Actions
• Nuclear Regulatory Commission (NRC) top-to-bottom review of safeguards and security requirements and policies.– Regulations governing commercial nuclear
facilities– NRC coordination with other agencies,
communications capabilities, etc.
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Industry Response to 9/11: Strategic Recommendations
• Perform comprehensive review of all credible threats to security of critical energy infrastructure, including nuclear power plants.
• Determine which possible threats should be the responsibility of:– federal government (terrorist acts of war)– private industry
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Comparative Size of Targets
WTC 208’ wide1,353’ tall
Pentagon1,489’ wide (921’ per side)71’ tall
Spent Fuel Pool 80’ wide40’ tall
Containment Building
130’ wide160’ tall
Dry Casks10’ wide20’ tall(12 depicted)
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Safety is Part of Reactor DesignsContainment Vessel1.5-inch thick steel
Shield Building Wall3 foot thick reinforced concrete
Dry Well Wall5 foot thick reinforced concrete
Bio Shield4 foot thick leaded concrete with1.5-inch thick steel lining inside and out
Reactor Vessel4 to 8 inches thick steel
Reactor Fuel
Weir Wall1.5 foot thick concrete
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Sandia Labs F-4 Crash Test• A rocket propelled F-4 Phantom jet aircraft is
crashed, at 480 miles per hour, head-on into a concrete target mounted on top of an air platform, with a combined weight of more than one million pounds.
• This test was done at Sandia Laboratories in Albuquerque, New Mexico, to estimate the effect of an aircraft crashing directly into a critical concrete structure, such as a nuclear plant’s containment structure.
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Sandia Labs F-4 Crash Test
• All commercial nuclear plants in the United States must have a containment structure to be licensed to operate.
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Sandia Labs F-4 Crash Test
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Operation requires storing Used Fuel on-site
• Fuel removed every 18-20 months
• Stored initially on site in vault
• Some later transferred to dry storage
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Fuel (new and used) are ceramic pellets
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Fuel Rods Filled With Pellets Are Grouped Into Fuel Assemblies
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New Fuel Assembly Inspection
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Used Fuel Assembly Removal fromReactor Vessel
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Used Fuel storage in Pool
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Yucca Mountain
Used Fuel National Repository:
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Supplemental Site Storageis required at many sites
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Used Fuel Storage Cask
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Supplemental Cask Storage
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Used Fuel Locations
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Used Fuel Transport is Safe:Putting transport into perspective
• Annually, 300 million packages of hazardous materials are shipped in U.S.
• 1% of these are radioactive materials, or 3 million packages.
• Majority are radiopharmaceuticals or radioisotopes used in medical applications.
• 250,000 contain radioactive materials from nuclear power plant operation.
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Used Fuel Transport
• Presently, fewer than 100 shipments of used nuclear fuel occur annually.
• Expect 300 to 500 containers to be shipped annually to a repository.
• More than 3,000 used fuel shipments in U.S. over past 40 years.
• More than 21,000 used fuel shipments internationally over past 40 years.
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Used Fuel Transport Security
• Robust transport container design provides first level of security
• Nuclear Regulatory Commission (NRC) approved route and security plan
• Advance notification to Governors prior to shipments
• Dates of shipments not publicized
• Satellite tracking; use of communications equipment
• Periodic update of route conditions
• Armed escorts in urban areas; elsewhere as required by State
• Locking devices on trucks preventing unauthorized movement
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Used Fuel Transport Security
• A system of safeguards exists to ensure safety during used fuel transportation.
• NRC and Department of Energy (DOE) have performed studies and tests to assess the risks of sabotage to used fuel transportation.
• NRC periodically reviews potential threats with law enforcement agencies.
• NRC reexamines safeguards and security for used fuel transport as necessary.
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Used Fuel Transport Safety
• Accidents can happen.• That is why used fuel shipping containers are
designed to withstand severe accidents.• There have been 8 transport accidents involving
used fuel containers in the U.S.– There has NEVER been a release of the
radioactive contents.– Four of the accidents involved empty
containers.
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Used Fuel Transport Safety• Prior to certification by the NRC, used fuel
transport casks must be shown to meet a series of hypothetical accident conditions.– Drop, Puncture, Thermal (fire), Water
Submersion• These can be done through physical testing and
through the use of computer modeling.
See information, pictures, video at www.nei.org