Technical Support Organization - Organization and Interfaces -

Transcription

1 Technical Support Organization - Organization and Interfaces - IAEA Technical Meeting TM Vienna, May, 2013 Scientific Secretary: A. N. Kilic

2 What is TSO? TSO is an organization with the mission of technical support (TS) to assist the plant management in the achievement of operational performance objectives* of the NPP TSO can be internal or external entity to the NPP The internal TSO has to interface with internal entities to the NPP The internal TSO has to interface with external TSO(s) The internal TSO has to interface with external entities on behalf of the NPP The external TSOs have to interface with the internal TSO and other external entities with or on behalf of the NPP * Safety + Quality + Reliability + Efficiency 2

3 TSO and Interfaces Owner/Operating Organization Operations Licensing Procurement Comp. Supplier TSO NSSS Vendor TSO A/E TSO Contractors Regulatory Body TSO TSO TSO R&D TSO Consultants Consultants R&D 3

4 Why an Internal TS to Operating Organization? Effective technical support is essential to optimize the safe operation of nuclear power plants and to maximize their 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 4

5 Responsibilities 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 5

6 Why an External TS to Operating Organization? Expertise beyond the capability of internal TSOs Core technology issues that may be best handled by the technology vendor 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 Regulatory compliance 6

7 Responsibilities of the External TSO Knowing the NPP facility functional, performance, administrative requirements, safety goals and safety principles, applicable codes, standards and regulatory requirements, plant conditions, services, interface requirements, plant processes and procedures. Understanding of the TS scope need by NPP and background. Understanding the input and assumptions for TS, including assumptions related to operating modes, expected transients and conditions. Having and maintaining the expertise and competency necessary for the TS needed Performing TS with applicable quality, accuracy, ownership, and meeting target schedule and budget set by NPP Being ready to support NPP in interaction with Regulators and other entities 7

8 Typical Utilization of TSO at NPP Lifetime (1/4) External TSO Internal TSO Preproject Design Construction And Commissioning Operation Decommissioning 8

9 Typical Utilization of TSO at NPP Lifetime (2/4) DESIGN AND CONSTRUCTION: The design is an integrated process among the entities (vendors, suppliers, contractors): the reactor supplier the architect engineer supplier and/or designers of components, small and large construction and commissioning contractors. Those entities conform (or verified to conform by the owner/operating organization) to the appropriate quality assurance requirements to provide a safe and efficient design of the NPP. The owner/operating organization is usually a customer of those entities but still bears the full responsibility for the correctness and adequacy of the design of the facility, 9

10 Typical Utilization of TSO at NPP Lifetime (3/4) OPERATION TRADITIONAL: During the safe and efficient operation of the plant to achieve its purpose of safe and reliable production of electricity, the design, configuration, programs and procedures of the facility are controlled, and the majority of technical activities are initiated, performed, and /or implemented, by the operating organization. Maintaining the very high level of safety expected of a plant requires: modifications arising during the operation, no matter how minor, must be made with a full understanding of all the technical information for the plant and the specifications for each system and component including the associated margins in safety and efficiency; of the engineering compromises and assumptions made by the designers about operation and lifetime; of why the plant was designed the way it is/was; and of the interactions with other systems and components. Failure to ensure adequate knowledge of facility and its operation will result in decisions (on modifications, changes in operating procedures, and new or revised specifications for replacement and spare parts etc.,) Without a full understanding of the technical effect that the decisions may have on the safety and performance of the NPP will cause deficiencies and loss of money and time. 10

11 Typical Utilization of TSO at NPP Lifetime (4/4) OPERATION SPECIAL ACTIVITIES There may be cases with nearly equal share of labour in technical activities during the operation phase. These may include: major modifications (Power Uprates, Digital Reactor Protection) major equipment replacement (Steam Generators, Turbines, Reactor Vessel Heads etc.) plant refurbishment, safety improvements due to back-fits and periodic safety assessments. In these cases, the technical information and its exchange among the operating organization and supporting vendors becomes challenging since it involves both outgoing as-built plant information and incoming design information These are the cases where operating organizations may have to resort to substantial efforts to re-verify and/or re-constitute the existing design of their facility corporate design knowledge and if design and configuration control have been lost over the years since the initial design and construction. This requires extended schedule, scope and synchronization and cooperation, or otherwise may cause deficiencies and loss of money and time. 11

12 Organizing an Internal TSO Three basic organizational patterns are practiced: CENTRALIZED MATRIXED PERMEATED 12

13 CENTRALIZED INTERNAL TSO ORGANIZATION 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 13

14 MATRIXED INTERNAL TSO 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 14

15 PERMEATED INTERNAL TSO 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 15

16 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. 16

17 Centralized vs. Matrixed Organization Choice of internal TSO organizational pattern depends on Owner/Operator management style, corporate strategy and tradition as well as the task, schedule, and resources. 17

18 Key Factors for Organizing 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 Documents Baseline Parameter Documents Milestones for Data Request and Transmittal Single Point of Contacts Review and Adjust If it is not working, fix it; if it is working, improve it 18

19 THANK YOU FOR YOUR PARTICIPATION Cooperation for safe and peaceful use of nuclear energy QUESTIONS / COMMENTS 19