Heavy Component Replacement in Nuclear Power Plants

Transcription

1 Heavy Component Replacement in Nuclear Power Plants Steve Sills, Vice President Business Development, SGT Darren Wood, Manager Component Replacements, AREVA

2 Purpose and Process Goal Recent successes and lessons learned in AREVA and SGT Heavy Component Replacements Agenda IAEA NP-T Background Project Organization Steam Generator Replacements Reactor Vessel Closure Head Replacements Pressurizer Replacements Waste Disposition Payoff High level overview Initiate an information exchange 2 > 2

3 IAEA NP-T-3.2 Heavy Component Replacement in Nuclear Power Plants: Experience and Guidelines Why are we here? Component Aging and Plant License Extension Most Feasible Solutions Trends Share Lessons Learned US Market Steam Generators replaced at 47 units 9 planned Alloy 600 TT tubes unplanned Reactor Vessel Heads replaced at 37 units 13 planned 19 low-susceptibility unplanned Pressurizers replaced at 3 CE units Reactor Coolant Piping 2 planned at B&W units Experience Base Continues to to Grow 3 > 3

4 Project Composition 4 > 4

5 How does the Project Organization impact project success? Project Management Customer Scope/Contract Business Unit Integration Subcontractor Integration Engineering Design / Specification Analysis Metrology Services NDE Quality Field Implementation Component Fabrication Site Installation Outage Manager Resources Definitions of Success Safety Radiation dose Schedule Cost / budget performance Human performance Contributors to Success Dedicated team Strong structure - clear definition of responsibilities and communications N-3, 2, 1 Walk-downs Leverage technology Robust processes Clear contract Alignment of of goals Staffing of of key key positions Facilitating clear communications 5 > 5

6 Who is SGT? 50% 50% 6 > 6

7 Replacements since 2003 Schedule pressure from decreasing Outage durations Schedule pressure from decreasing Outage durations Schedule pressure from decreasing Outage durations SEQUOYAH 1 (W4) CALVERT CLIFFS 2 (CE) OCONEE 1 (B&W) PALO VERDE 2 (CE) OCONEE 2 (B&W) PRAIRIE ISLAND 1 (W2) OCONEE 3 (B&W) PALO VERDE 1 (CE) CALLAWAY (W4) ANO 1 (B&W) BEAVER VALLEY 1 (W3) WATTS BAR 1 (W4) COMANCHE PEAK 1 (W4) PALO VERDE 3 (CE) FORT CALHOUN (CE) ST. LUCIE 2 (CE) DIABLO CANYON 2 (W4) SALEM 2 (W4) DIABLO CANYON 1 (W4)

8 Outage schedules Each unit is unique different schedule challenges 2 SGs is not half as long as 4 Shortest schedule requires Commitment by customer Cost is probably higher Plant activities must also be optimized Extensive schedule review and Integration Extensive Planning and mock up training Coordination of cranes & space Clearly establish objectives align incentives Shorter Outage Trend Continues still still raising the the bar bar 8 > 8

9 SGT Just finished Diablo Canyon SGR Diablo Canyon Unit 1 Steam Generator Replacement Westinghouse four-loop PWR 1,150 MW Outage - January 25, 2009 to March 24, 2009 SGT performed Unit 2 SGR in 2008 Delivery of excellent performance: Safety Project achieved One Million Safe Hours 12/01/08 730,034 safe hours (w/o lost time) Unit 1 May 1, present Outage: 2 recordables SGT Dose actual goal Dose rates 30% higher than Unit 2; Unit 1 actual dose only 15% higher Schedule 58 d 1 hr B-B 12 hrs ahead of schedule Ready for ILRT 116 hrs early 11 days shorter than unit 2 Quality Document closeout excellent 8 of 8 RCS welds first time quality 28 of 29 large bore secondary welds first time quality 9 > 9

10 Future Steam Generator Replacement Lower volume Uncertain schedule SGR Alloy 600 TT SG tubes From the experience Extensive lessons learned Refined processes Continuous improvement 10 > 10

11 Keys to Success One clear vision for the entire team Early alignment of expectations and communication of those expectations to project participants The right team Get the needed mix of skills and experience Ensure clear roles and responsibilities More is not better, it just costs more Teamwork Help each other be successful What do you need to make it happen Don t accept we can t Treat each other with respect View as one team, top to bottom Communication is critical Teambuilding, including social events for the team Celebrate along the way 11 > 11

12 Keys to Success Effective Project Management Systems Effective Human Performance, Safety (industrial, radiation and nuclear) and Quality Culture Detailed Planning Mock-up and proficiency training High Quality Detailed Schedule to Focus Organization Early Involvement of Plant Personnel Formal and Proven Processes / Systems (Project planning, integration and Readiness Review, corrective action, detailed resource planning) Technology / innovation 3d modeling Metrology laser scanning & precision measurements Fit-up solution tools Computed Radiography Rigging equipment minimize plant modifications 12 > 12

13 Reactor Vessel Closure Head (RVCH) Replacements Recent decline in activity High and medium susceptibility heads 35 of 48 replaced Remainder planned Low-temperature heads 2 of 21 replaced Utilities are monitoring Fall 2009 Diablo Canyon 2 South Texas 1 Palo Verde 2 Spring 2010 South Texas 2 Palo Verde 1 Fall 2010 Diablo Canyon 1 There is is a good experience base to to learn from. 13 > 13

14 Many plants include service structure upgrades when replacing their RVCH Eliminate current rolling missile shield, ductwork and fans Current Service Structure separate from service structure, roll away, fly remaining to head stand Integrated Head Assembly fold cable trays, fly entire structure to head stand 14 > 14

15 Integrated Head Assembly CRDM Cooling Air Plenum - Easy maintenance access Integrated Missile Shield - Schedule and dose savings and safety feature Cable Bridges - Personnel access rated Permanent Tripod - Schedule savings and safety feature Integrated CRDM Cooling Ductwork - Schedule and dose savings and safety feature Permanent, Moveable, Double-door Radiation Shielding - Schedule and dose savings and safety feature -Easy access for inspections and maintenance 4 low-rpm CRDM Cooling Fans - Longer life / Low Amp Motor - Greater reliability - Reverse current air flow pattern Tripod / Fan Access Ladders- - Easy Access to Lift Eye / Fans Easy-disconnect and self-storing tie rods - Schedule and dose savings and safety feature External Ladder - Time saving and safety feature Personnel access platform - Schedule saving and safety feature Redesigned, upgraded dome and l-panel insulation - ports for 100% visual inspection and robot access - Schedule and dose savings Expected hrs hrs outage time time savings and and man-rem dose savings. Top Top Industry Practice Award Winner. 15 > 15

16 Applying Lessons Learned Continues to Improve Performance DC Cook 2 (Fall 2007) RVCH and Service Structure Upgrades 37 days vs 38 planned 11.8 person-rem vs 12.5 Second outage project execution much improved Customer support resources loaded into schedule Laydown space planning Suppliers were included as part of site team St. Lucie 2 (Fall 2007) RVCH, Enhanced Service Structure, Steam Generators 79 days versus 66 planned Total RVCHR dose 5.43 REM Controlled document station inside containment with fax and phone saved significant time Good coordination / information flow from original equipment manufacturer Pre-assembly / trial fit in the temporary assembly building CEDM welding tool performed flawlessly used generator versus off-site power (voltage drops previous outage) 24/7 vendor coverage for analytical support Fabrication and installation of ductwork 16 > 16

17 Three dimensional models and precision measurement minimize fit-up risks. 17 > 17

18 Pressurizer Replacements Market Status No additional pressurizer replacements are planned in the US market. Last AREVA replacement was at Millstone in 2006 Rhingals 4 is planned for 2011 during SGR Key Lessons Economical for pressurizers with greater than 100 heaters Civil scope and interference removal just a critical as heavy component scope Dedicated secondary cranes Proper design of insulation package Foreign material exclusion is a challenge NDE examination criteria Piping restraints and spring-back 18 > 18

19 Pressurizer Replacements 19 > 19

20 Waste Disposition continues to be a scope and cost that cannot be overlooked. Replaced components interim onsite storage facilities Build and license Low-level waste Disposal cost Component demolition Logistics of removal from reactor building Shipping container Successes Detailed waste removal plans Include in outage schedule Planning between disposal and rigging teams Transportation logistics Mechanism for release of bag Gasket material Contamination bag 20 > 20

21 Conclusions Every project is different the devil is in the details Establish a good plan early Clear communications and alignment of goals between stakeholders is key Second outages are typically more successful The scope is larger than the component replacement Apply lessons learned Leverage technology Precision measurements during early walk-downs 3-D modeling Integrated schedules 21 > 21

22 Wrap-Up Goal Recent successes and lessons learned in Heavy Component Replacements Agenda IAEA NP-T-3.2 Background Project Organization Steam Generator Replacements Reactor Vessel Closure Head Replacements Pressurizer Replacements Waste Disposition Payoff Share experiences and improve our performance»en j o y th e Co n fe r e n c e! 22 > 22