Nuclear Plant Journal Outage Management ... - Digital Versions

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Benchmarking to... Continued from page 27 using 20 foot-long shipping containers which can be stored outdoors during nonoutage periods. The result is noteworthy. A reduction of 18 days of total critical path savings NPTS, Inc. an Engineering, Design, and Construction Management firm has current and anticipated openings for the following positions: • Licensing, USAR & Regulatory Engineers • Engineering Design (All Disciplines) • Sr. Project Managers (All Disciplines) • Sr. Project Planners (All Disciplines) • Power Upgrade Project Engineers • Construction Management, Planners, Schedulers, Estimators • Resident Engineers (All Disciplines) • Operations Support Engineers • Operations Training Instructors • Procurement Specialists & Expeditors • Start-up & Commissioning Engineers For Power Uprates, New Builds, Life Extension, Upgrades, Modification and Maintenance Projects Please forward Resumes to: NPTS, Inc. 2060 Sheridan Drive Buffalo, New York 14223 Phone: 716.876.8066 Fax: 716.876-8004 E-mail: rbroman@npts.net for the Entergy fleet is realized across the three plants. Additionally, a safer work environment is created as it is designed to allow the addition of lead shielding for worker protection. Summary indicators for the three Entergy facilities, FitzPatrick, Pilgrim and Vermont Yankee are: • Total time saved: 18 days- 6 days per site- due to platform Additionally, a total of 720 hours of non- productive standby time for invessel inspectors was eliminated for the three stations • Total cost-savings: $10,869,120 Additional cost saving are realized by using the platform at each site ANO Seeks to be the Best After working at Entergy’s Arkansas Nuclear One Station in Russellville, Hoffpauir says of his current management role that he “misses seeing the people in the plant every day.” He knows of the dedication and team-work that the personnel at ANO display year-round and especially during an outage. Make that, record-breaking outages. Bob Pace, outage manager at ANO, thinks that a competitive spirit can be a healthy thing. ANO unit 1 set a personal best for a Babcock & Wilcox reactor at 22.5 days then bested that mark to a notable 21.2 days. The ANO unit 2 holds the Entergy PWR record at 20 days, 11 hours for reactor outage duration. Ask Pace what makes the difference in performance and he answers quickly and credits the ANO staff. “ANO has an experienced workforce that is conscientious, loves working in the area and they have a strong work ethic across the board. I am constantly impressed with the people here,” Pace states. “I have had outstanding predecessors that have set high expectations and excellent processes in place,” notes Pace who has been in the current position nearly 2 years. The support of the Entergy fleet is of paramount importance. “We are supported by the entire fleet and couldn’t do it without them,” he says. Two other aspects stand-out as success factors for ANO. Pace noted that ANO has a high rate of workers that return year-after-year for outages. Historically, this minimizes the new-tonuclear staffing. “People love coming here to do the work. They understand the plant and the culture,” Pace adds. The second factor is that ANO is “very critical of our own performance.” Pace discussed how during systematic reviews, the staff is very critical and very detailed at uncovering emerging issues and overcoming challenges. Benchmarking to high standards is a part of the culture. He sees that as a plus for his site. Do they talk about records? “Absolutely. We see every outage as the next opportunity to be the best – in safety, in staffing, in outage performance,” Pace concluded. Contact: Margie Jepson, EquaGen, 1340 Echelon Parkway, Jackson, MS 39213; telephone: (601) 368-5460, email: mjepson@entergy.com. 28 www.nuclearplantjournal.com Nuclear Plant Journal, May-June 2009
Benchmarking Against U.S. Standards By Magnox North, United Kingdom. 1. Which of Magnox North’s plants has minimum refueling outage period? Please describe about Magnox North’s strategies which have resulted in this minimal refueling outage accomplishments. The Magnox North has 2 Operational Nuclear Power Plants, Wylfa in North Wales and Oldbury in the south west of England. Both of our operational power plants are first generation twin unit Gas Cooled Reactors (Magnox Reactors), which have an on-load refueling capability, therefore refueling outages are not required. The Reactor Pressure Vessels at each of our sites do require “statutory” biennial inspection and maintenance, along with plant systems that can not be released during normal operations. In order to facilitate this work Statutory outages occur on each reactor every 2 years. Oldbury Power Station is the oldest operational Nuclear Power Plant in the world and Wylfa is the second oldest. Although both sites are of the Magnox Design they were built during a period of fast paced engineering change and other than the basic design elements, the sites are dissimilar. Outage durations at both sites are determined by a variety of plant aging related problems. The Magnox North employs a strategy of Incentivization of the M&O contract through increasing fee associated with generation, which leads to pressure to reduce Outage durations. Magnox North Sites the current M&O contractor (Magnox North Sites) has employed a number of strategies to reduce Outage durations, comprising:- Responses to questions by Newal Agnihotri, Editor of Nuclear Plant Journal. Magnox North is owned by EnergySolutions, Inc. Magnox reactors fuel on-load so outages are for maintenance purposes only. • Benchmarking of the Outage processes against US standards. The Magnox sites reviewed the US model for outage management between 2002 and 2005 to identify best practices that could reduce Outage durations across the Magnox fleet. Changes brought about through this process included:- 1. The use of project management techniques. 2. Outage area Project leads were appointed to provide a focus for each plant area. 3. Development of dedicated plant area teams. 4. The use of a common Out- Oldbury Reactor and Pylon age standard, 5. the use of critical path analysis. • Greater utilization of Operational Event Feedback (OEF) linked to the Outage program. The Outage teams use the OEF process to capture any non conformance with the Outage plan or any loss or event. More details in response to question 2 below. • Magnox cross site learning The 2 operational sites work closely to share learning and best practice. The Outage managers from each site are both involved in all post outages reviews. 2. How is “lessons learned” from one refueling outage transferred to implementation of “refueling outage” of the same plant or another Magnox North plant? The Outage teams use the site OEF process to capture any non conformance with the Outage plan or any loss or event. All items/learning captured are then reviewed and links to the OEF is created to the Outage program such that learning can be presented to Outage teams “just in time” at the next outage. This process was observed by WANO to be a best practice. A program of reviews is completed with each of the Outage Project leads with their area team to identify lessons learnt. The review process is then used to feed into the next outages gate review process and project leads provide a presentation to the site lead team on lessons learnt and how these will be addressed in the next outage. 3. How does Magnox North ensure continued availability of experienced staff at its different nuclear power plants during outage? How is the attrition of staff made up by new personnel? It is the M&O contractors responsibility to manage the availability of resources and experienced staff. The M&O contractor (Magnox North Sites) arrangements are encapsulating under the UK Nuclear Site license requirements to manage changes to resources and management of Core Competence. With the sites now at the end of their operational lives (both sites have less than 4 years of operational service left) they have in place transition plans to manage the resources through to the end of life. These plans include:- • Retentions of some specific skilled employees with specialist skilled staff • Agreements with some OEM’s to ensure their skills are retained (Continued on page 30) Nuclear Plant Journal, May-June 2009 www.nuclearplantjournal.com 29
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