QUALITY AUDIT AND QUALITY IMPROVEMENT PLAN at AREVA NP Le Creusot forging facility. London - September 12 th, 2017

Transcription

1 QUALITY AUDIT AND QUALITY IMPROVEMENT PLAN at AREVA NP Le Creusot forging facility London - September 12 th, 2017

2 RPV Shell Core plate AREVA NP Creusot Forge RCP casing Monobloc closure head 220 people 2 presses (9000T and 11300T) 14 heat treatment furnaces 27 CNC machines SG primary head Elbow Cold leg Hot leg p.2

3 AREVA NP Vision and Values High-performing people and technologies for safe and competitive nuclear plants worldwide VALUES Safety Future Performance Integrity Passion p.3

4 Creusot (and JCFC) quality topics timeline 1 Carbon segregation Non ESPNcompliant mechanical tests on vessel head used to validate FA3 heads Cause identified as high carbon segregation in the center part of the head Risk assessment of presence of carbon segregation on other parts: one-piece heads, JCFC SG channel heads Carbon measurement launched on several EDF steam generators High carbon content measured on JCFC SG channel heads Fall 2014 March 2015 Sept Nov March 2016 April 2016 August 2016 Methodological deviations concerning tensile tests performed in Vulcain laboratory External audit by Lloyd s Register Apave Further methodological deviations identified on tensile tests Second external audit by Lloyd s Register Apave + Internal inspection on manufacturing files Identification of marked files Audit extended to Jeumont and St Marcel factories Analysis of marked files Extension of the files inspection to all manufacturing files (~6 000 for nuclear parts) 2 Tensile tests Deviant QA practices 3 p.4

5 Past manufacturing files review status Context In 2015, AREVA NP initiated an exhaustive control of its quality process on the equipment produced in its manufacturing site of Creusot Forge Through this review, some inconsistencies have been detected in the manufacturing tracking records These inconsistencies are mainly related to the presence of marked files in the manufacturing archives Consequently, AREVA NP decided to check all the manufacturing records archives to identify any marked file over around ~9000 files since 1965 p.5

6 Past manufacturing files review status Context In addition, and beyond the identification and assessment of the marked files, AREVA NP decided end of September 2016 to expand its review over all the forgings manufactured in Creusot Forge for Nuclear application This implies the review of all the records related to nuclear equipment manufactured by AREVA Creusot Forge There are around 6000 parts which have been manufactured in Areva Creusot Forge for nuclear application p.6

7 Past manufacturing files review status Methodology Files Digitalization Inspection Review Review of the documentation Report the findings Technical Review Complete the technical analysis Release the FTT (Sheet for Technical treatment) and FQ (Quality tratment Classification in 3 categories: Technical Committee Validate technical deviations Deviation Management Release deviations notice and discuss treatment Notify the affected customer of the situation Deviation Closure EOMR udpate (option) No deviation Deviation to a Creusot Forge internal requirement Deviation to a Customer s requirement or a Code requirement In case of a deviation to an internal, a Customer s or a Code requirement, two types of conformity reports will be issued: Internal NCN (Non Conformance Notice) provided for information to the customer Non Conformance Report to be reviewed and discussed by the customer p.7

8 Past manufacturing files review status Milestones Inspection Technical review Non conformances treatment Up-date of manufacturing files p.8

9 Creusot Quality Audit: organization A dedicated team of ~180 people has been set up in Paris in order to review the past manufacturing files BU Manager Project Controller «Creusot Audit» Project Manager Files Digitalization Inspection ~90 people Technical Analysis ~ 50 people NCR* issuance and Quality ~50 people *NCR: Non-Conformity report p.9

10 CREUSOT QUALITY IMPROVEMENT PLAN

11 Organizational and cultural lever Surveillance lever Technical lever Improvement Plan Levers and Axes Axis A Processes industrial control and deployment of standard quality and monitoring tools Axis B E Development of new processes to meet the most recent global regulations requirements ACF 220 people involved in 315 Activities Axis C Strengthening organization and skills by taking into account past experience Axis D Strengthening safety culture at each level of the plant Axis E Surveillance over the complete value chain for improving safety & quality p.11

12 Team involvement ACF improvement plan is structured according to a hierarchy of actions, attributed to leaders, and involving all team members. Improvement plan 5 axis 4 leaders A3 : 52 actions 18 leaders Roadmaps : 315 activities Contributors from all departments Each of the 52 actions is followed and integrated into ACF Management System p.12

13 Summary of the Improvement Plan Axis A Axis B Axis C Axis D Axis E Processes industrial control and deployment of standard quality and monitoring tools A.1 - Identify technical causes of past malfunctions for different families of nonconformities A.2 - Deploy FMECAs and master key processes Development of new processes to meet the requirements of the most recent global regulations B.1 - Improve the monitoring of key process parameters B.2 - Material A.3 Ensure traceability B.3 Technical capability A.4 Master the documentation A.5 - Strengthen the steering of nonconformities and associated corrective actions B.4 Integration of nuclear pressure equipment prerequisites Strengthening organization and skills as defined by taking into account past experience feedback C.1 - Drawing the feedback from the analysis of the past C.2 - Identify key competencies and manage the corresponding recruitment plan C.3 - Know-how and sustainability C.4 - Organization of internal inspection & contol C.5 External interfaces Strengthening safety culture at all levels of the plant D.1 - Develop a communication plan to share the improvement plan with all staff D.2 - Raising awareness of the culture of 100% transparency D.3 - Deploy a safety culture development program (with periodic evaluation) D.4 - Operational communication for improvement Surveillance over the complete value chain E.1 - Cause analysis and Risk analysis E.2 1 st level : operational teams E.3 2 nd level: Creusot Quality Direction E.4 3 rd level: independent oversight p.13

14 MDEP inspection Multinational Vendor Inspection (MDEP) took place Nov. 28 th to Dec. 2 nd in Creusot Forge 11 representatives from ASN, NRC, ONR, NNSA, CNSC, STUK The main objective of this inspection was to evaluate : How Creusot Forge and AREVA NP control the conformity of forgings along the manufacturing process (past and future fabrications). Results : Letter received from ASN end of January : 18 Corrective Actions and 14 complementary information Requests related to (1 ) Improvement Plan of CF and (2) the review of past manufacturing files. (1) - Almost of the actions were already included in the Improvement Plan of Creusot Forge issued in December The Plan was further updated in order to comply with all corrective actions (2) All the actions have been implemented The major point is about Cultural Transformation How to reinforce Safety Culture? This point is included in axis D implemented with the support of a company specialized in cultural transformation. Several actions are already done such as elimination of the use of corrective fluid, reinforcement of traceability in case of modifications, safety Culture evaluation The efficiency of the actions is measured during the manufacturing of the already launched test parts (SG shell and MCL) p.14

15 Safety culture Assessment : done in week 8 / February 2017 Safety culture focus Training Result : level 2 out of 3 : Safety is a key objective in the organization. As employee for nuclear energy, nuclear safety is an important matter for you. It s time now for a permanent involvement Our target : reach level 3 implementation of cultural axis (axis D) of our Quality Improvement Plan Set up of a three steps training : Deployment of 20 one-day training session : Learning of nuclear safety bases 20 sessions between May and June 2017 Complementary one-day visit at Bugey NPP : understanding of NPP safety issues 5 sessions forecast in June (28 th -29 th ), July (11 th & 13 th ) and September (20 th ) Final half-day session at St Marcel : Knowing of internal customer, safety issues, steam generator All ACF team involved = 220 people First results Quizz made at the end of Learning the nuclear safety bases session 90% accepted at first exam Second auto-evaluation quizz forecast in october/november to compare results with first evaluation. p.15

16 Thank you for your attention