LIFE CYCLE MANAGEMENT OF LOVIISA NPP

Transcription

1 LIFE CYCLE MANAGEMENT OF LOVIISA NPP Presentation at International Scientific Forum Intellectual design. Complex Engineering Product Life Cycle Management (PLM), Nizhny Novgorod, Russia, June 15th, Raimo Raitanen, Manager Technology Fortum Power Division Loviisa Power Plant Finland 1

2 LIFE CYCLE MANAGEMENT OF LOVIISA NPP Contents: 1. Introduction 2. Main elements of Life Cycle Management at Loviisa NPP 3. Summary 2

3 1. Introduction Loviisa 1 and Loviisa 2 are PWR units, type VVER-440/213. Suppliers: AEE (main reactor and turbine systems) Siemens/KWU (automation, main control room) Westinghouse/Wärtsilä (containment, ice-condenser) Nokia/Ferranti (main process computers) Finnish subcontractors (MCP, main transformers) Loviisa 1 started operation in 1977 and Loviisa 2 in Both units operate at net power 488 MW, increased by 9% since start-up. Strategic plant life time target is minimum 50 years (originally 30 years). Current operating license up to 50 operating years, 2027/2030 (LO1/2). Own personnel about 500, permanent contractors about 150 and outage contractors during outages

4 Safety and Licensing 50 years Production and Economy Human Resources and Competencies To reach the goal of 50 operating years it is required: Safe & reliable production and balanced economy Synchronising of outages and big projects Integration of plant life management with safety improvement goals and actions Success in personnel generation exchange, competence management and human performance development 4

5 Safety and Licensing 50 years Continuous improvement of safety since the start up power plant Ageing management of safety related systems Licensing follow up and renewal 5

6 Continuous safety improvements - PRA results /year 4,5E-4 4,0E-4 3,5E-4 3,0E-4 2,5E-4 2,0E-4 Loviisa 1 Risk distribution (Not included: Fire at shutdown states) WEATHER (at shutdown) WEATHER (at power) FIRE (at power) SEISMIC FLOOD (at shutdown) Loviisa 1 Risk distribution after year 2010 outage Core damage frequency 4,6E-5/a (Not included: Fires during shutdow n) PSA10M4 Shutdown flood 1 % Shutdown weather 11 % Shutdown seismic 0 % Fire at power 17 % Internal at power 10 % 6 1,5E-4 1,0E-4 5,0E-5 0,0E FLOOD (at power) INTERNAL (at shutdown) INTERNAL (at power) Shutdown internal 48 % Seismic at power 0 % Flood at power 6 % Weather at power 7 %

7 Some examles of safety improvements Year 1980 Reactor core was modified to restrict the progress of reactor pressure vessel embrittlement. Year Pressurizer safety valves were modified to ensure operation of the valves also in case water or watersteam release occurs. Additional emergency electric supply connection from hydro power station was installed. Year 1990 Additional, completely independent emergency feed water system was implemented. Year The identification of primary secondary leakages through steam generator was improved by installing radiation (N-16) monitors in main steam lines. Year Severe accident management (SAM) plant modifications were implemented. Year 2004 Automation renewal project (LARA) was started. 7

8 Safety improvements: Outside containment cooling to mitigate pressurization Hydrogen control ice condenser door opening recombiners Primary circuit depressurization high capacity relief valves SAM- Severe Accident management functions, plant modifications Containment isolation Manual operation Local operation Leakage monitoring Degraded core cooling inside pressure vessel Reactor pit flooding and filtering Neutron shield operation 8

9 Safety improvements - Automation renewal project (LARA) Project going on. First stage completed on both plants. Next stage planned for New control room layout after final stage New man-machine interface Simulators used in engineering, MMI design, testing and training 9

10 Licensing follow up and renewal with selected actions to support the license 30 years operation Previous operating license 12/2007 Pre-project Preparation Processing Current license / /2006 LO1 RPV license renewal 2012 OSART 2007 Current license 26/7/2007 LO2 RPV license renewal 2010 WANO PR 2010 LARA U2S LARA U1S years operation Current license Current license Periodic safety review (PSR) 2015 Periodic safety review (PSR) 2023 LO1 12/2027 LO2 12/

11 Ageing management (AM) principles Ageing of power plant is divided in: - conceptual ageing - physical ageing - technological ageing AM consists of limited amount of systems, structures and components (78 SSC s). Loviisa NPP has altogether 126 different systems. AM is mainly focused on SSC s which are technically difficult or impossible to change or very expensive to replace. AM classification is based on 4 groups (A-D). AM program is evaluated yearly and possible changes in classification are taken into account in maintenance program Maintenance responsibility is to keep the systems and units always in state which is in accordance with technical specifications. Maintenance programs are based on equipment criticality classification (1-4) 11

12 Ageing management (AM), classification of SSCs Critical components and structures limiting plant life (not replaceable) Critical components, systems and structures (safety, availability and economy) Important components, systems and structures (safety, availability and economy) A YB, YC, YD, YP, XA, R Full application of AM tools Limited application B of AM tools For example AT, SA, SP, TJ, TH, TC, RL, VF... C For example BT, SR,, TQ, RM,, RR, TY... Components are divided into smaller elements to evaluate ageing mechanisms Fortum s Power Division R&D programs Evaluation based on operating experience, engineering judgement and applicable AM tools Other components, systems and structures D For example UK, UL, UU, VE... Ageing management as part of routine maintenance and operation 12

13 Ageing management example of class A component Reactor pressure vessel Simple component, the critical area identified Main ageing mechanism radiation embrittlement Definition of loadings complicated Complicated analyses - continuous method development Inspections: visual, UT Research: RPV embrittlement management (licensing, 50 years lifetime) re-embrittlement behaviour of the annealed weld (e.g. surveillance chains) radiation embrittlement mechanism methods for PTS analyses qualification of NDT methods Neutron fluence Mechanical and physical properties -weld, coating, base material State of residual stresses Loadings due to pressure and thermal stresses Possible crack 13

14 Ageing management example of class A component Reactor pressure vessel safety analyses Pressurized thermal shocks (PTS) Definition of initiating määrittely events Periodic inspections (Detection sensitivity) RPV condition Surveillance Surveillance- program Transients Definition of crack growth rate Embrittlement rate Thermal hydraulic termohydrauliset analyses of the analyysit events Calculated crack size Embrittlement - models for RPV materials Loadings Assessment of brittle fracture Load-carrying - capacity Lifetime Safety margin 14

15 Information flows of Ageing management (AM) Modifications Inspections Plant Management Finance Safety analysis Operation history Maintenance history Operation experts and process computer Maintenace experts Maintenance and operation instructions AM System Engineers Long term investment plan Plant Life Management Data system Yearly reporting International cooperation: WANO, NUMEX, Sister plants,... Company experts Company, National and international R&D 15

16 Ageing management (AM) - Summary Co-operation and information exchange with different organization and other NPPs has proven to be of paramount importance in efficient implementation of ageing management The existing aging phenomena are known but it is a challenge to detect possible new degradation mechanisms early enough. Technical documentation of original component design, modifications, operational loads, examinations, maintenance works, testings and other observations are of utmost importance in living ageing management. Advanced data management and analyzing systems are at important role in ageing management. 16

17 50 years Production and Economy Uninterrupted, reliable and maximal production between annual outages Well planned and performed outages Long-term investment planning and efficient implementation of modernization projects ( safety, efficiency, ageing management) Efective purchasing procedures to manage purchasing costs and quality Developped maintenance strategy and activities to optimize maintenance costs and maintain high safety and uninterrupted eletricity production 17

18 Uninterrupted production 18

19 Uninterrupted production 19

20 TWh 9 Lo1&Lo2 annual production LO1+LO2 Electricity production (TWh, net) and capacity factor (%) actual, 2010 forecast % Power upgrade 109%, TWh 2,5 3 2,9 1,7 5,8 6,2 6,8 6,9 7,1 6,7 7,2 7 7,2 6,6 6,8 6,6 7 6,6 6,5 6,8 7,6 7,6 7,9 7,5 7,7 7,3 7,6 7,72 8,14 7,7 8,12 7,67 8,15 7,7 % 36, ,9 45,7 75, ,2 89,6 92,4 86,5 92,9 89,9 92,1 84,7 88,2 85,2 90,4 85,6 83,5 87,9 94,5 89,1 92,1 87,9 90,6 85,8 90,2 90,5 95, ,4 89,9 95,7 90,2 fct

21 Outage strategies and schedules Long term outage durations plan years 4 years Days years LO1 LO Year Four different type of outages: 1. Short refuelling outage, app.17 days refuelling, preventive and corrective maintenance 2. Normal refuelling outage, app. 23 days 1.) + steam generator tube inspections (two SG s) + repairs and minor renewals 3. Inspection outage, app. 34 days 2.) + reactor inspections + modifications and improvements 4. Extended inspection outage, app.42 days 3.) + reactor and containment pressure test + modifications and improvements 21

22 Outage strategies and schedules Planned and actual durations of annual outages at Loviisa 1& 2 Days Loviisa 1, planned (tech.) Loviisa 1, actual Loviisa 2, planned (tech.) Loviisa 2, actual

23 Investment portfolio management model Portfolio management level Investment proposal Starting preparation G0 G1 G2 G3 G4 Feasibility study Planning decision Preengineering Project management level Investment decision (Monthly portfolio mgmt meetings: G1 G4 decisions and project status follow-up) Project implementation Accepting the project results Project closing Project closing "Doing the right things" Project post evaluation Post evaluation PE Project set-up Project planning Benefits of this model are: Follow-up and control (reporting every 1-3 months) Closing "Doing the things right" 1. Clearly defined phases and decision points (gates) connect different management levels together guide and support project managers 2. Tight connection between management levels ensures real time follow-up information from single projects better overview on the portfolio balance and status for decision makers 23

24 Investment portfolio Number of projects by type during Number of projects Other Nuclear waste management Productivity Legislation Ageing management Nuclear safety Year 24

25 Excamples of improvements and modifications in Project Inspection and replacement of core baffle former bolts Modernisation of the loose part monitoring system Rewinding of the reactor coolant pumps Loviisa Automation Renewal (LARA) Ensuring the plant cold outage (ESCO I) Modernisation of radioactive process gas treatment system (LOTS) Modernisation of the stator water cooling system Rearrangement of waste, decontamination and spare part supply facilities (VAJAKO) Modernisation of the fuel loading machine (LAMO) Sea water intake modernisation Improvement of physical security Extension of the spent fuel storage Modernisation of the primary circuit pressure control

26 Excamples of improvements and modifications - Generator stator renewal Hydrogen leakages in one stator during Stator replacement in outages 2003, 2006 and 2008 Last stator will be replaced in outage

27 Excamples of improvements and modifications - Solidification plant for liquid radwaste Main processes completed Finalization of systems and preparation for operation ongoing 27

28 Excamples of improvements and modifications - On-site final repository for power plant waste (-110 m in bedrock) Lift and stairs Driving tunnel Ventilation Plant dismantling waste Big components Maintenance waste Solidificated liquid waste 28

29 Final repository Maintenance waste rooms 29

30 Excamples of improvements and modifications - Common (TVO, Loviisa) final spent fuel repository at Olkiluoto site (- 420 m in bedrock) The fuel is in intermediate storage at the power plant in the water pools of the spent fuel storage After intermediate storage, the fuel will be encapsuled and removed to the bedrock of Olkiluoto in Eurajoki. The disposal is taken care of by Posiva Oy, which is co-owned by Fortum and TVO. The disposal site and its encapsulation facility is expected to be ready for use in

31 Maintenance Strategy - Benefits of Plant Maintenance Optimization Improves safety Improves availability of System, Structures and Components (SSC) Improves maintenance performance Reduce rework Reduces maintenance costs Improves maintainability of SSC's Improves performance of the organization 31

32 Evaluation of program effectiveness and continuous improvements Program implementation Definition of maintenance strategies Maintenance Strategy And Vision Comparizon of current and optimized maintenance programs (RCM, RIM) Equipment classification 1. Current maintenance program evaluation Evaluation and selection of optimized maintenance tasks 32

33 Maintenance program - Equipment Classification The objective of classification is to recognize equipment based on their criticality to plant operation and safety Optimal maintenance strategy for the equipment is based on the classification Classification is used in planning of maintenance programs and spare part strategy. All equipment are classified in one of the classes 1 to 4 Clasification is grounded on the availability, safety and authority requirements for the equipment taking into acount maintenance and replacement costs Classification can be changed based on operation and maintenance experience 33

34 Maintenance program - Equipment Classification Class 1 0,52 % Class 2 3,44 % Class 3 29,03 % Class 4 67,01 % 34

35 Maintenance program Predictive Condition Based Maintenance Process Monitoring Online Inspection Preventive Pre-defined Maintenance Corrective Maintenance Run to Failure (Equipment class 4) Condition Monitoring Periodic Testing Periodic Maintenance Periodic Inspection Observation Repair of Impending Failure Repair of Functional Failure Repair of Impending Failure Repair of Functional Failure Repair of Impending Failure Repair of Functional Failure History Data Update (Plant Information System LOMAX) History Data and Root Cause Analyses Performance Indicators Proactive Maintenance Assesment of Improvement Areas Improvements And Refurbishments 35

36 Maintenance program Plant Information System (LOMAX) The LOMAX plant information system is based on a Maximo 5.1 standard data system LOMAX is tailored to meet the needs and authority requirements of the Loviisa NPP The system was built during 2003 to 2006 and commissioned on 2/2006 System is used to carry out all operation and maintenance works 750 operation licenses in the system Project to renew LOMAX plant information system is started (update Maximo 5.1 to new version) 36

37 50 years Human Resources and Competencies Success in personnel generation exchange, competence management and human performance development is vital for Life Cycle Management of power plant 37

38 Long term personal planning Long term personal plan is made for 10 years forwards, including each job position and it is updated annualy Personel generation exchange and recruitment are taken into account in the plan Amount of personel ( 2009) Age distribution( 2009) Professional Clerical Blue collar < > 63 38

39 Personel competence management and human performance development Every new employee or person having a new position will go through tailored training program for his/her job Updating training is arranged regularly Managers, experts and licensed job holders have special training programs Further training is arranged up to demand, for example based on personal survey studies conducted regularly at Loviisa NPP 39

40 3. Summary Life Cycle Management of NPP is a many sided challenge including safety, technical, economical and human competence aspects. These aspects are in interaction with each other and all these need to be managed successfully, in short and long term, to be able to succeed in Life Cycle Management. Continiuous improvement of safety, for example the Severe Accident Management (SAM) modifications in , has proven to be the right stategy in the present world, also after Fukushima Daiichi accident. 40

41 THANK YOU FOR YOUR ATTENTION 41