EPRI Update. Marc H. Tannenbaum Technical Leader, EPRI. RAPID Clearwater Beach, Florida May16, 2016

Transcription

1 EPRI Update Marc H Tannenbaum Technical Leader, EPRI RAPID Clearwater Beach, Florida May16, 2016

2 Critical Spares Project is building on Some sites have implemented critical spares programs A few efforts are mature A 2015 survey showed the number of critical spares for 1 unit varied from 29 to almost 19,000 Benchmarking to identify Lessons learned Challenges encountered during implementation How scope of the program was established How the process can be improved Guidance is being coordinated with INPOs Parts Quality and Availability work 2

3 Participants Dave Burdick, AEP Anne Edgely, APS Dave Metcalf, APS Franklin Fite, Duke Energy Greg Sponholtz, Energy Northwest Laura Farrell, Exelon Doug Kinsman, INPO Bob Leone, NextEra Energy George Shampy, Rolls-Royce Nick Zwiryk, Rolls-Royce Scott Stewart, Southern Nuclear 3

4 EPRI Critical Spares Implementation and Lessons Learned Early Results Critical spares may be thought of as insurance The amount of risk that is acceptable should be determined and accepted by the organization Flexibility is required EPRI provided flexibility by adopting an early industry definition of critical spare that was subjective Updated guidance may adopt the AP-913 definitions but, AP-913 definitions are being revised based on Nuclear Promise Component Cluster Team work Facilitates consistent screening criteria to identify critical spares Flexibility will be found in how the critical spares program is applied Review all identified critical spares Determine which will be readily available (and the method for doing so) Determine what activities will be implemented to assure the available critical spare will function as intended 4

5 EPRI Critical Spares Implementation and Lessons Learned Early Results Tiers (priorities) for critical spares programs can be based on AP-913 definitions: Single Point Vulnerability Critical Non-critical / Run to failure Two key aspects to the critical spares program Ensuring availability of critical spares Ensuring reliability of critical spares Boundaries and extent of program implementation is decided by executive / senior-level management Tiers included Measures to ensure availability and reliability 5

6 EPRI Critical Spares Implementation and Lessons Learned Early Results Process enhancements Availability Options Maintain items in inventory - Vendor stocking Available within 24 hours - Supplier managed inventory Pooled/shared inventory Reliability Options (Ensure the spare will function) Enhanced testing prior to acceptance - Enhanced design/purchase spec s Source verification / oversight - Trending failures / causal analysis Enhanced purchase specifications Regular Activities Storage In-storage maintenance Bench-testing prior to installation Control Issue and use (only critical applications) 6

7 EPRI Critical Spares Implementation and Lessons Learned Early Results Critical spares may include Component-level items Part-level items Consumables There are instances where a screened-in critical spare might not be considered a critical spare When it is a part and the component is stocked as a critical spare Basis should be documented Once selected as a critical spare: Decide if making it available is the right thing to do Document the decision, and if applicable, Put a plan in place for making the spare readily available Track implementation of the plan 7

8 What is a critical spare? Critical spare A spare large asset, component, or piece part that when installed supports an important function and failure would result in a critical component failure as defined in AP-913 See Appendix A for AP-913 excerpts and critical component criteria or A spare large asset, component, or piece part needed to return critical components, as defined in AP-913, to service following anticipated wear or aging See Appendix A for AP-913 excerpts and critical component criteria 8

9 Three-tiered approach to Critical Spares (Draft) Tier 1 - Single Point Vulnerability Spares Spares are considered Tier 1 Single Point Vulnerabilities if an in-service failure of the asset, component, or piece part directly results in a reactor or turbine trip Tier 2 Critical Spares Unplanned power reduction reactor or turbine trip/scram unplanned manual shutdown unplanned power reduction > 5% significant power transient > 10%, Unplanned shutdown LCO < 72 hours Loss of a critical safety function: core, RCS, or SFP heat removal RCS inventory or pressure control containment isolation, temperature, pressure reactivity control vital AC electrical power ESFAS actuation: Equipment failure that directly results in an unplanned actuation of the engineered safety features actuation system (that results in or should have resulted in flow into RCS or a containment isolation signal) Maintenance Rule functional failure (high-safety-significant or risk-significant ONLY) Reactor/turbine half scram (BWR) or partial trip (PWR) [partial trip/half scram coincidence made up] MSPI monitored component failure 9

10 Three-tiered approach to Critical Spares (Draft) Tier 3 - Noncritical Component Unplanned power reductions > 2% and up to 5% OR power transients > 2% up to 10% Maintenance Rule functional failure of a non-risk-significant function unplanned shutdown LCO > 72 hours loss of a 100% redundant feature which increases nuclear safety or generation risk regulatory (for example, license renewal, insurance noncompliance, NERC, FERC, fire protection) determined to be more cost effective to maintain than to allow failure emergency preparedness equipment emergency response equipment refueling equipment Tier 3 - Run-to-Maintenance Component Those components that do not fall into one of categories above A run-to-maintenance component is one for which the risks and consequences of failure are acceptable without any predictive or repetitive maintenance being performed and there is not a simple, cost effective method to extend the useful life of the component The component should be run until corrective maintenance is required 10

11 Very preliminary Best Practices from a work in process Tier 1 - Single Point Vulnerability Spares Develop purchasing specifications with adequate detail to describe important performance characteristics and associated design/operating margins availability Enhanced procurement/ refurbishment process including oversight of manufacturing activities when appropriate Perform enhanced receipt inspections that provide assurance the spare can perform it s critical function Ensure age-related degradation is managed through controls such as shelf life program or PM s Ensure storage and handling requirements are in accordance with applicable standards and guidance (ANSI, NQA-1, EPRI, etc) Perform detailed part failure cause investigations following failures Stocking strategy In stock or readily available Tier 2 Critical Spares Develop purchasing specifications with adequate detail to describe important performance characteristics Consider enhanced procurement/ refurbishment process including source inspections Consider pre-receipt test prove critical function/ indication of service life Perform enhanced receipt inspections that are more thorough than commercial procurements Ensure age related degradation is managed through either a shelf life program or PM s Ensure storage and handling requirements are in accordance with ANSI/EPRI standards Perform detailed part failure cause investigations following failures Stocking strategy In stock or readily available Included in availability performance indicators 11

12 Very Preliminary Best Practices Tier 3 - Noncritical Spares and Run-to- Maintenance Spares For these Tier 3 parts the following actions are recommended to enhance part quality and availability: Age related degradation managed Shelf life or PMs Standard Purchasing Specification Commercial Receipt or SR receipt Stocking Strategy Work Management need Failure Investigation Condition Report 12

13 Tweaking the Critical Spares Process Executive / Management Tolerance for Risk Awareness Identify Critical Spares Program Scope 1 AP 913 At risk IItems Senior Staff Included Equipment Data Use AP-913 definitions (being reconsidered now) Equipment List Equipment Types Group In- Scope Equipment by Type, etc 2 Program Owner Equip Type Data Abbreviations DB = Database Eng = Engineering Equip = Equipment ER = Equipment Reliability FMEA = Failure Modes and Effects Analysis PM = Preventive Maintenance System Health Operational Experience Prioritize Equipment Types & Groups 3 Program Owner ER Group Prioritization Plan Prioritized List Equip Type Analysis to ID Typical Failures 4 EPRI PM Basis DB FMEA Obsolescence Program Eng Basis/ Technical Focus for Staff Maintenance A Awareness Databasel Documented Policies PM Program ID PM & CM Philosophy and Tasks Feedback Maintenance Tasks and Intervals 5 Maintenance System Engineering Equipment Reliability A B 13

14 Tweaking the Critical Spares Process A B Feedback Mechanism Maintenance Review and Feedback 6 Maintenance Feedback List of Spares Identify Spares Required to Support PM, CM 7 New Stock Items Sponsorship Buy-in Planner Technician System Eng List of Spares Determine critical spares that will be available Incomplete Data Document basis for critical spare that will not be stocked Identify MMNs for each Equip Type 8 Equip List by MMN Planner Technician BOM Is ID d Awareness Abbreviations BOM = Bill of Material CM = Corrective Maintenance Equip = Equipment Est = Estimate ID d Identified MMN = Make & Model Number PM = Preventive Maintenance Update BOM for each MMN & Flag Crit Spares 9 New Stock Codes Tecnnicial BOM Database Updated BOMs Awareness ID Quantities Required to Support PM & CM Activity 10 New Stocking Parameters C Tactical Input (T-week) Reorder Policy Technician Inventory B Modification Input C D 14

15 Tweaking the Critical Spares Process Awareness C Develop Cost Estimate for Inventory Increase 11 D Price Quantity Technician Cost Estimate Budget Inv Value Caps Review & Approval of Expense 12 Pre-set Limits Inventory In-Line Review Financial Rejected Abbreviations App d = Approved Info = Information Inv = Inventory KPI s = Key Performance Indicators Proc Eng = Procurement Engineer Req ts = Requirements App d Estimate Understand and approve associated costs Inv System Develop Enhanced Accept Req ts 13 Inspection & Test Proc Eng Capabilities Equipment Experience Receipt Inspection Requirements Req ts In Info System Documented Guidance Usage Data Develop Sourcing Strategy 14 Supply Chain Buyers Method Of Supply Update Technical/QA Requirements D Procurement System Capable Supplier Demand Initiate Procurement 15 Buyers Item Received & Stocked E 15

16 Tweaking the Critical Spares Process Data Integrity Tools E KPI s Corrective Action Cost Avoidance Report Abbreviations Monitor Performance 16 Program Owner Info Tech Sponsorship Continuous Improvement Business Case Track & Trend net cost 17 Prog Owner Cost KPI = Key Performance Indicator Prog = Program Corrective Action Program E Implement Improvements (Steps 1-15) 18 Program Owner Monitor Performance 16 Continuous Improvement 17 Corrective Action Program E Implement Improvements (Steps 1-15) 18 16

17 Diablo Canyon Critical Spares Metrics 17

18 Diablo Canyon Critical Spares Metrics FLOCS = Functional Location of Critical Spare / Equipment ID 18

19 Together Shaping the Future of Electricity 19