Nuclear Industry Support System

Transcription

1 Nuclear Industry Support System Vince Gilbert Chief Knowledge Officer December 9, 2010

2 Objectives Background for nuclear industry support Overview Unique Nuclear Industry Support features back Highlight major nuclear organizations Describe Communities of Practice Explain Special Issue Groups Describe overall integration 2

3 Quick History Background Atomic Energy Act 1946 and 1954 Atoms for Peace US NRC Created in 1975 and US DOE Created in 1977 so that nuclear regulation and advocacy resided in two separate organizations Commercial building programs 1960s-1970s 1979 TMI-2 Accident- /Construction halted/inpo Created Incorporation of TMI Lessons Learned about Nuclear Energy Institute Consolidated several nuclear associations Members are companies related to energy production Integrated industry program of performance improvement driven by Deregulation of Electricity Sales 2000-EPRI Consolidated Nuclear Office functions Approach to working with the regulatory agencies became much more Risk- Informed and Performance Based with new Regulatory Oversight Process Ongoing Role of Codes and Standards as Regulations Incorporated by Reference Davis-Besse Reactor Corrosion Event Regulatory changes resulted in oversight of Nuclear Safety Culture Nuclear Renaissance /SMRs

4 Nuclear Energy Institute Industry Trade Association - Washington, DC Leads in areas of Political Action and Lobbying, National Policy, Economic Value, Branding and Communications, Regulatory Reform and Fuel Cycle Members are nuclear Utilities, Suppliers, Universities Board is composed of Member CEOs; Strategic Issues managed by Member CNOs Graded approach to membership based on nuclear generation capacity or annual nuclear revenue - has both a Public and Members Only Login 4

5 Operating Plants Support-NEI Products Nuclear Energy Overview (Weekly) Regulatory Reform Support and project Reports/NEI Guidelines for Implementation of new Regulations Fuel Cycle and Waste Disposal Publications, Videos, Reports Public Opinion Survey Results Communications and Branding Tool Kits Knowledge Transfer and Retention Program Nuclear Plant Economic Benefit Reports 5

6 New Nuclear Plants Support Large Plants Working Group and Task Forces SMRs Task Force Nuclear Supplier Capacity Development Economic Value Model and Studies Workforce Planning Models Standard Nuclear Curriculum and University Partnership support (along with INPO) 6

7 Typical Pathway to Nuclear Growth Nuclear Medicine/Support to nuclear supply chain University and Community College Nuclear Programs and Utility Partnerships Research Reactor at University Simulator/Begin build out of supply chain First Nuclear Plant/Owner Consortia Multiple Reactor experience/multiple utilities Additional Fuel Cycle support 7

8 Jobs-Jobs-Jobs Nuclear Power Plants Provide More Jobs Than Other Sources of Electricity (operations jobs per 1,000 megawatts of generating capacity) Nuclear 500 Coal 220 Natural gas 60 Wind 90 Nuclear jobs are high paying technical, professional and skilled tradesbased and they become embedded into the local, state and regional economy where the plant is located. Source: Ventyx and U.S. Department of Energy (numbers are averages) 8

9 Comparison of Life-Cycle Emissions Tons of Carbon Dioxide Equivalent per Gigawatt-Hour 1, Coal Natural Gas Biomass Solar PV Hydro Nuclear Geothermal Wind Source: "Life-Cycle Assessment of Electricity Generation Systems and Applications for Climate Change Policy Analysis," Paul J. Meier, University of Wisconsin-Madison, August 2002.

10 Center for Energy Workforce Development All Energy Workforce Development Consortia Leadership-Washington, DC National Association Members American Gas Association Edison Electric Institute National Rural Electric Cooperative Association Nuclear Energy Institute Regional Association Members Midwest Energy Association Northwest Public Power Association Corporate members are companies related to energy production 10

11 Center for Energy Workforce Development Supports Energy Education Capacity Building and Workforce Development action at the State level (Currently there are 22 state-based, utility-led consortia supported by CEWD) Seeks Grants and makes plans how to effectively implement grants and otherwise improve state-by-state efficiency in deployment of energy projects 11

12 Institute of Nuclear Power Operations Former after the Three Mile Island Accident, INPO is a Quasi-Regulator responsible for US Nuclear Industry Performance Monitoring, Event Analysis, Nuclear Licensee Training Accreditation as well as several other training and data analysis/retention and management evaluation and development functions. INPO is charged with establishing and maintaining Regulatory Margin by fostering Performance Excellence beyond regulatory requirements INPO performs Plant Evaluations, Plant Assist Visits and Training Accreditation in the field Atlanta, GA Employee base is about 2/3 INPO staff along with about 1/3 Loaned Employees from member companies Members are utilities and large suppliers (Members Only) INPO Sharing Principle by member CEOs enables rapid identification and correction of problems as well as industry-wide implementation of Best Practices 12

13 INPO Products INPO Performance Objectives and Criteria as basis for plant evaluations INPO Guidelines for conduct of plant business across wide array of categories Technical Resources and Reports for Operations, Maintenance, Engineering, Training, Radiation Protection, Chemistry and other plant functions Event Analysis and reporting Atlanta training courses for new supervisors and managers Extensive online training programs (NANTEL Network) Other extensive Web resources 13

14 Regulatory Basis for Accreditation Nuclear Training Programs are accredited by an independent Board just as in the case of Colleges and Universities NRC endorses this INPO-managed accreditation program Accreditation is a means for compliance with federal regulations NRC monitors the accreditation process but does not participate 14

15 What Training is included? Operations: Non-licensed operator (NLO) Reactor Operator (RO) Senior Reactor Operator (SRO) Continuing training for licensed personnel Shift Manager (SM) Shift Technical Advisor (STA) Maintenance & Technical: Mechanical maintenance & supervisor Electrical maintenance & supervisor Instrumentation & Control & supervisor Radiological Protection (RP) Chemistry Technician (CY) Engineering support personnel (ESP) 15

16 Electric Power Research Institute Provides shared Research and Development and common tools and Techniques across the electric industry Palo Alto, CA Nuclear Division operates in Charlotte, NC Many of the participating leaders come from Engineering staffs of nuclear plants Some services come as a standard benefit of membership and other projects are developed by specific groups of utilities (Members only) 16

17 EPRI Products Technical reports and strategic studies Life Extension Erosion/Corrosion Risk Management Risk Tools Online risk tools Outage risk tools Preventive Maintenance Basis Data Component Failure data histories Component-based Maintenance Training Special Issue Groups for specific component types Special tooling 17

18 Electric Utility Cost Group An independent Non-Profit Corporation composed of utility member companies (100% nuclear membership) Phoenix, AZ Cost and Performance Measures collection and analysis tools Fossil, T&D, Corporate IT, Hydro and Nuclear Committees governed by a common/member-elected Board of Directors Each Committee operates independently for data collection and other services EUCG Nuclear Committee collects operating costs of prior year as well as a standard staffing levels and performance measure measures More details later this afternoon (Member and Public Page) 18

19 Nuclear Knowledge Management The Nuclear Industry owner/operators and regulators have robust knowledge management programs in place now Specific support groups have ownership for knowledge components and utility executives determine what types of knowledge are appropriate and which organization has the lead Communities of Practice provide process consensus guidance in many key areas A high degree of sharing helps drive the optimization process (practices, cost data and performance data are shared) New issues may be addressed at any time by the collective collaboration of all Chief Nuclear Officers Ongoing challenges require ongoing improvements to sustain and improve the business. 19

20 What is a Community of Practice? CoP s Purpose To form a peer group of leaders/owners within the nuclear power generating industry that enables: Information Sharing Group Benchmarking Shared Experiences Inter-company Project Coordination Technical Information Exchange Structured CoP Interactions & Coordination In some cases membership extends to a broader group such as Examples US DOE (CM) and Global Fire Protection Professionals (FP CoP) 20

21 Definition of a CoP An industry peer group of experts in a business process as defined in NEI's Standard Nuclear Performance Model Rev 4. Serve as the owner of a particular process or sub-process within the SNPM such that the scope of and interfaces to CoP are readily determined based on how the SNPM is constructed Manage the solution of business process issues for the industry in that area Each CoP is based upon a Charter subscribing to these guidelines and any others sponsored by the group Meeting frequency is determined by peer consensus and collective resources available 21

22 Process Hierarchy EUCG Number 8 Process Level Level 0 Legend EUCG Number 44 Sub-processes Activity level Level 1 Level 2 Electricity Production 1. (AP-XXX) = Process Description 2. For Process Descriptions, see also NEI Benchmarking Reports filed by process and EUCG Cost Code Levels 2 and 3 are Company Specific Task Level 3 Operate Plant (INPO) INPO Conduct of Operations Core Processes Manage Configuration (CMBG) (ANSI/NIRMA CM ) 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) OP001 Operate and Monitor Structues, Systems and Components (INPO) OP002 Monitor and Control Effluents (AP-902) (NEI) OP003 Monitor and Control Plant Chemistry (INPO) Work Management (INPO) (AP-928, Rev. 1) WM001 Perform Planning (AP-925) WM002 Perform Scheduling (AP-925) WM003 Perform Preventive Maintenance WM004 Perform Corrective Maintenance WM005 Maintain Non-Plant Equipment WM006 Perform Plant Improvement Maintenance WM007 Monitor and Control Radiation Exposure WM008 Monitor and Control Contamination WM009 Perform Minor Maintenance/FIN Equipment Reliability (INPO) (AP- 913,Rev 1) ER001 Life Cycle Management ER002 Performance Monitoring ER003 Continuous Equipment Reliabillity Improvement ER004 Perform Predictive Maintenance Materials and Services (NEI) (AP-908, Rev. 2)) MS001 Provide Inventory Management MS002 Procure Materials MS003 Procure Services MS004 Provide Warehousing MS005 Repairs, Refurbishment and Returns MS006 Disposition of Unneeded Material Enabling Processes Management Processes and Support Services (NEI) SS001 Provide Information Technology Services SS002 Provide Business Services SS003 Provide Information Management Services SS004 Human Resources Services SS005 Maintain Grounds, Facilities, and Vehicles SS006 Support Community and Government Services SS007 Support Industry Professional and Trade Associations Loss Prevention (NEI) 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) Training (INPO) (AP-921) T001 Develop Training Programs T002 Conduct Training T003 Attend Training Nuclear Fuel (NEI) NF001 Provide Fuel Management Services NF002 Provide and Transport Fuel NF003 Provide Handling, Storage, and Disposal of Fuel

23 STANDARD NUCLEAR PERFORMANCE MODEL (SNPM) - AN EXECUTIVE VIEW MANAGEMENT PROCESSES Leadership - Vision/Business Objectives - Management Structure CORE BUSINESS OPERATIONAL PROCESSES CM Manage Configuration $$$$$ Electricity Production $$$$$ SS002 Business Services Nuclear Asset Management/ Strategy/Budget/ Plan/Implement SS004 Human Resources MS Materials and Services WM Work Management Equipment Reliability ER OP Operate Plant Feedback Loops LP002 Performance Improvement SS002 Cost/ Budget Culture / People SS001 Information Technology SS003 Information Management SS005, SS006 SS007 Support Services T Training NF Nuclear Fuel LP001 and LP Loss Prevention ENABLING PROCESSES Performance Cost COMPETITIVE ENVIRONMENT AND STAKEHOLDERS 23

24 CoP View drives Ownership and Industry Integration Other CoPs OGs SIG NEI CoP Update of Process Descriptions & Business Performance indicators Coordinate Activities Identify & Coordinate Issues Communicate Information SIG EPRI INPO SIG

25 Community of Practice Benefits Determine future initiatives direction Document Process Knowledge Communicate Cost Insights Develop and Refine Performance Indicators Maintain relationships with other CoPs Establish consensus standardization Optimize industry efficiency Promote knowledge proficiency Integrate activities effectively

26 Special Issue Groups Nuclear Executives take direct responsibility via NEI, INPO, and OGs as to what groups are authorized and for what business purpose Detailed update was conducted in 2005 resulting in group reductions, consolidations and re-chartering as documented in NEI Executive Task Force Annual Review of Progress and Recommendations, May

27 05-08 Topics (over 400 SIGs maintained) Nuclear Fuel Cycle-Used Nuclear Fuel Nuclear Fuel Cycle Fuel Supply Issues Materials Management Risk-Informed Regulation Nuclear Plant Security Emergency Preparedness Issues Nuclear Workforce Issues Environmental Policy Issues National Energy Policy Quality Management Nuclear Communications Decommissioning and Low Level Waste Asset Management 27

28 05-08 Topics (over 400 SIGs maintained) Regulatory Program Management Fire Protection Grid Reliability License Renewal Employee Concerns Control Room Habitability Medium Voltage Underground Cables Regulatory- Generic Business and Economic Issues Information Technology/Information Management Equipment Reliability and Supply Chain Meeting Coordination/Activity Coordination/As-needed Information Meetings Codes and Standards Nuclear Energy R&D Operating Experience Radiological Protection Organizational Effectiveness and Human Performance Training 28

29 Other Networking Organizations American Nuclear Society (11,000 professional society members) Young Generation in Nuclear (YGN) Global NAYGN North American Young Generation in Nuclear (age 35 and under) Women in Nuclear (US) WIN Global 29

30 Summary of Nuclear Business Network The US Nuclear Industry (about 100,000 people is small by relative standards to other segments of the Energy Sector such as Fossil, Oil, Gas This small size coupled with several other factors facilitated industry-wide communications at many levels- both formal and informal Input from the US Navy Nuclear Program since the 1970s (executives, managers, supervisors, licensed operators) Shared R&D via EPRI since the 1970s (engineering executives, managers, engineers) Establishment of INPO since 1984 (operations, maintenance, engineering, IT staff, training professionals, loaned employees, reverse loaned employees) OEM Special Issue Groups (about 400 hundred groups) with technical input from EPRI since 1980s Since about 1995, rotation of management and above for advancement to positions in other nuclear companies has also served to enrich and modify the network NEI s Chief Nuclear Officer Committee called the Nuclear Strategic Issues Advisory Committee (NSIAC) At any one time, as many of 1000 groups (Working groups, Task Forces, CoPs, projects) are in progress continually TO KNOW THE SYSTEM IS TO KNOW THE NETWORK TO LEARN FROM THE SYSTEM ONE MUST APPLY THE NETWORK TO SUCCEED AND LEVERAGE THE SYSTEM ONE MUST BECOME PART OF THE NETWORK 30

31 Questions? Vince Gilbert (202)