Organization and Responsibilities of Internal/External TSO

Transcription

1 Organization and Responsibilities of Internal/External TSO International Conference on Challenges Faced by TSOs in Enhancing Nuclear Safety and Security Beijing, 29 October, 2014 N. Kilic IAEA-NE

2 Content I. IAEA ACTIVITY II. EXAMPLES FROM IAEA GUIDANCE III. LESSONS LEARNED/OPEX 2

3 I. IAEA ACTIVITY 3

4 Technical Support An effective TECHNICAL SUPPORT is essential to operate safely and efficiently: Ensure that the plant design and operation meets the acceptance criteria for safety, reliability and quality in accordance with relevant codes and standards, laws and regulations; Support with technical expertise to maintain and improve safe and efficient operation and performance; Identify and resolve any design and performance issue of SSCs and program and procedures that support safe and reliable operation; Make effective changes with full knowledge of the technical basis and design and license intent and philosophy; Liaise with the stakeholders in charge of overseeing the facility design and operation in a controlled and informed manner. 4

5 Definition of TSO TSO is an organization with the mission of technical support (TS) to assist in the achievement of performance objectives* of the nuclear power plants * Safety + Quality + Reliability + Availability + Efficiency 5

6 TS and Interfaces Owner/Operating Organization Operations Licensing Supplier TSO Procurement Design NSSS Vendor TSO A/E TSO Contractors Regulatory Body Licensing Regulation Inspection TSO TSO Assessment TSO TSO R&D TSO Consultants TSO Consultants R&D TSO NE (TECDOC-1078 ) NS (GSG-4) & 6

7 TS Resource and Placement TSO can be internal or external entity The internal TSO has to interface with internal entities The internal TSO has to interface with external TSO(s) The internal TSO has to interface with external entities on behalf of the body The external TSO(s) has to interface with the internal TSO and other external entities with or on behalf of the body 7

8 IAEA on TS Roles and Responsibilities IAEA TECDOC-1078 was published in 1999 In response to recognition that the technical support (TS) function at some NPPs is sometimes not clearly understood or adequately addressed, and as the result, some NPPs have experienced significant performance problems. Targeted NPP management Guided establishing mainly an effective internal TSO Did not address the detailed external TSO competencies and interfaces Focused on the NPP Operation stage 8

9 Typical Utilization of TS to Owner/Operator during the NPP Lifetime External TSO Internal TSO Preproject Design Construction And Commissioning Operation Decommissioning 9

10 Changes over a decade ( ) New NPPs Constructions Life Extensions Power Uprates Heavy Equipment Replacements Additional Operating Experience Decommissions Fukushima Accident

11 Need for a More Comprehensive Guidance Both for Newcomers and Established NPPs For the Entire NPP lifetime (Pre-Design -> Decommissioning) One-time -> Daily Activities (e.g. PUR, Reload, Test) Both internal or external activities (Deliverables, Interfaces) Technical Support WITH and FOR: Safety + Quality + Reliability Effectiveness + Efficiency An NES Document is selected 11

12 Functions and Competencies Owner/Operating Organization TSO Safe, Sound and Effective: Operation Design Assessment Quality, Reliability, and Efficiency provisions Operational Decision Facility/Program Maintenance Emergency Actions Application of Lessons Learned R&D for safety and efficiency improvements. NES Regulatory Body TSO Safe, Sound and Effective: Regulation Safety Assessment Quality and Reliability provisions Licensing Decision Facility/Program Inspections Emergency Response Application of Lessons Learned R&D for safety improvements DPP XXX & GSG-4

13 IAEA NES (Nuclear Energy Series) Documents HOW TO guidance Provide advice for those either planning or implementing nuclear activities Target audience includes owners and operators of utilities, implementing organizations, academia and government officials in Member States, among others Based on Best Practices in the MS Building on expertise in MS as represented by their nominees 13

14 II. EXAMPLES FROM THE GUIDANCE 14

15 Why Internal TS? (Ex. Operating Organization) Effective technical support is essential to optimize the safe operation of NPP and to maximize its availability and productivity Maintaining the safe operation expected of a plant requires that the design, configuration, and operation activities are prepared, verified and validated, implemented, and controlled via a structured process by competent staff As the bearer of full responsibility for safe design, construction, maintenance, and operation and the upholder of reliable and efficient performance of their NPP, the Operating Organization has a need to establish, maintain, and improve technical knowledge of their facility 15

16 Core Functions of the Internal TSO Daily oversight of operations including operational and facility documentation and recommendations Operability determination and operability evaluation SSCs performance and health monitoring Operation, maintenance, and procedure input Plant physical and administrative modification support Maintaining mid to long-term focus on technical aspects of operations Multi-disciplinary and specific technical know-how Effective control of plant design and configuration Expert support of non-routine activities Abnormal and Emergency operation support 16

17 Organizing an Internal TSO Three basic organizational patterns are practiced: CENTRALIZED MATRIXED PERMEATED Choice of internal TSO organizational pattern depends on management style, corporate strategy and tradition as well as the task, schedule, and resources. 17

18 CENTRALIZED INTERNAL TSO (Operating Organization Example) TS is centralized in a single division, e.g. Engineering Organization, with designated departments/sections providing long-term services to the various areas of the plant, i.e. chemistry control, mechanical maintenance, reactor safety, etc. FUEL MANAGEMENT Director PLANT ENGINEERING Director Engineering Vice President DESIGN Design ENGINEERING Engineering Director SPECIAL PROJECTS Director MATERIALS ENGINEERING Director The head of the organization is responsible for performance and accomplishment of objectives of TS and reports to the plant manager or CNO. Mechanical Engineering Department Electrical and I&C Engineering Department Civil Engineering Department Stress Analysis Department Engineering Programs Department Primary SSCs Section Secondary SSCs Section Configuration Management Section 18

19 MATRIXED INTERNAL TSO (Ex. Operating Organization) TS is headed by a manager and his team members are drawn from different vertically oriented, specialized units. Personnel are selected from the specialized units and formed into teams as needed to address plant problems. The teams are dissolved once the project is completed (or issue is solved.) The head of the organization is responsible for achieving the TS performance and objectives and reports to the plant manager or CNO. PROJECT Director OVERSIGHT IMPLEMENTATION DESIGN Operations Operators Training Instructors Radiation Protection Chemistry Plant Engineering ISI/NDE System Engineer(s) Maintenance Engineer(s) PLiM Fuel Management Safety Analyst(s) Reactor Engineer(s) Program Support Planner(s) Quality Control Foreign Material Design Engineering Mechanical Civil Electrical I&C 19

20 PERMEATED INTERNAL TSO (Ex. Operating Organization) TS staff is assigned directly to the departments they are supporting, e.g. maintenance, operations, procurement, etc. TS are therefore decentralized. Each organization head is responsible for the TS performance and objectives and reports to the plant manager. Mechanical Maintenance Engineer Mechanical Procurement Engineer Electrical Maintenance Engineer Procurement Department Electrical and I&C Procurement Engineer Maintenance Department I&C Maintenance Engineer Structure Maintenance Engineer Reactor Engineer Operations Department Materials Engineer Radiological Engineer Chemical Engineer 20

21 Advantages of TSO Organization Patterns CENTRALIZED: Staff is closer to each other, familiar with area responsibilities, and personal capabilities and competencies; There is a consistent standard applied to all staff with correspondingly consistent set of expectations and training In case of need, overall plant priorities can be addressed by concentrating personnel on the big problem at hand Staff are focused on and dedicated to technical issues. MATRIXED: TS staff are closer to the "customer" and can therefore provide more focused support There is more focused interface resulting in effective communication and therefore better implementation of technical recommendations Support is more specialized and can therefore be more effective. 21

22 Why External TS? Expertise beyond the capability of internal TSOs Core technology issues that may be best handled by the technology holder Technology ownership, special skills, tools, methods One-of-a-kind, one-time activities High-risk, high-consequences activities R&D investment (financial, human, and facility resource) need in the operation budget Legislative compliance 22

23 Clear Need and Purpose for External TS Why do you want an external TSO? Need expertise? Need cost savings? Need flexibility? Task not in core business? Work is simple / been done before / repetitive? Temporary increase in workload? Gain knowledge from TSO? 23

24 Competencies of the External TSO Knowing the task functional, performance, administrative requirements, safety goals and safety principles, applicable codes, standards and regulatory requirements, conditions, services, interface requirements, processes and procedures. Understanding of the TS scope need and background. Understanding the input and assumptions for TS. Having and maintaining the tools, expertise and competency necessary for the TS needed Performing TS with applicable quality, accuracy, ownership, and meeting target schedule and budget set Being ready to support in interaction with other entities 24

25 External TSO Utilization Evaluations to employ an external TSO TSO identification and selection (quality, competency, durability, availability) Being an intelligent customer Oversight: review, evaluation and use of the work performed by TSO 25

26 Why not an external TSO? May cost more if work is long term (overheads / admin costs of managing contract) Less control over staff decisions / priorities TSO may not be a dedicated to developing staff TSO might decide to leave / not do business (i.e. increased risk) 26

27 Selection of TSOs Tools used Documenting Drivers / Preparing Specification Contracting Technical Bid Evaluation Economic Bid Evaluation Negotiation 27

28 III. OPERATING EXPERIENCE/LESSONS LEARNED 28

29 TSO Challenges TSO Independence TSO Effectiveness Maintaining Technical Knowledge and Competencies Ownership and Authority Questioning Attitude 29

30 Good Practices Decide and Organize based on the needs and means Not tasks for organizations, but organizations for tasks Setup clear scopes of each organization No overlap of scope No shared responsibility, no shared authority Setup formal interfaces Interface and Baseline Parameter Documents Milestones for Data Request and Transmittal Single Point of Contact Be a knowledgeable employer and customer Know what you ask, understand and verify what you get Review and Adjust If it is not working, fix it. If it is working, improve it 30

31 Thank you for your participation and contributions for the safe and peaceful use of nuclear energy 31