Jim Hill Director, NMC Performance Assessment

NEI SNPM Working Group ASQ Nuclear Power Production Committee

Nuclear Power

Fleet Operation Perspective

September 13, 2004

Monticello

Point Beach

Kewaunee

PalisadesPrairie Island

Duane Arnold Energy Center

MN

IA

WIMI

Hudson HQ

Nuclear PowerProduction Committee

NPPC Mission

To initiate, develop, and communicate improvements to the body of knowledge and tools applicable to quality management and quality engineering, and to promote the use of the knowledge and tools as applicable to nuclear power production.

Operational Challenges• Maintaining or improving operational

performance while controlling costs

– Standardization of work processes

• Ensure public confidence in safety of nuclear operations

– Plant Operation

– Storage and transport of used nuclear fuel

• Other– Re-licensing

– Aging Workforce

Process-Based Perspective of Site

Objectives & Goals

Planning

Budgeting

ManagementReporting

Core Production Processes Customers•Asset Owner•Local Community

EmployeeSelection

Training &Development

Recognition& Rewards

PerformanceManagement

Communication

View the site as a business enterprise

1

Spectrum of Performance

StakeholderValue

Customer &RegulatorPerception

Managementand Employee

Skills andCulture

ProcessCycle Time

ProcessQuality

Safe, Reliable,Cost-Effective

Generation

Management Vision & Stra tegyNuclear Generation will remain a long-te rm

reliable provider of electr icity at acompetitive price

Process ManagementSet Performance Goals. Use measures to assess

whether per formance is meeting goals. Useinformation to improve process.

Culture of Learning/ImprovementManagement and personnel skills and a ttitudes

suppor t conservative decision-making andperformance assessment. Culture makes data-based decisions and uses process management

for continuous improvement.

LaggingResults

LeadingIndicators

NRC - Focused on Safety of Operations

Adapted from: EED-99-01 Recommendations for the Implementation of Selected Leading Indicators of Performance at Nuclear Power Production Plants, ASQ, 1999

NRCRole: Maintain Regulation, issue licenses for operation

of nuclear facilities, control of materials, etc.• Performance Measures for plant operators

– Creation further development of set of measures to monitor regulatory performance

• Focused solely on safety of operations• Primarily measures outcomes, “leading” measures are

very limited (appropriate for a regulator)

• Significance Determination Process– Probabilistic Risk Assessment used to assess violations.

What risk was presented by the condition?

See www.nrc.gov - very open information on these processes, and performance information on reactor operation

NEI Role: To foster and encourage the continued safe utilization

and development of nuclear energy to meet the nation’s energy, environmental and economic goals

• Policy direction• Unified approach to regulatory issues, reliability and

economic efficiency• Encouragement to educational institutions to promote

education in nuclear energy disciplines

Industry Executives have challenged NEI to improve efficiency, coordination and shift some resources to most important issues– Development of Standard Nuclear Performance Model

(SNPM) for more effective process management

See www.nei.org for more information

WM001-009Work

Management

CM001-004Manage

Configuration

EquipmentReliabilityER001-004

OP001-003Operate

Plant

MS001-006Materials and

Services

$$$$$ElectricityProductio

n $$$$$

LP001 andLP003-006

LossPrevention

T001-003Training

NF001-003Nuclear

Fuel

|----------------------- ENABLING PROCESSES --------------|

CORE BUSINESS OPERATIONALPROCESSES

MANAGEMENTPROCESSES

SS001InformationTechnology

SS003Information

Management

SS004Human Resources

Culture / People

SS002Business Services

Nuclear AssetManagement/

Strategy/Budget/Plan/Implement

Leadership-

Vision/BusinessObjectives

-

ManagementStructure

LP002PerformanceImprovement

SS005, SS006SS007

SupportServices

Performance

COMPETITIVE ENVIRONMENT AND STAKEHOLDERS

FeedbackLoops

Cost

SS002Cost/

Budget

Standard Nuclear Process Model (Rev 4) – Executive View

Electricity Production

Operate Plant (INPO)INPO 01-002 Conduct of Operations

Work Management (INPO)(AP-928, Rev. 1)

Materials andServices (NEI) (AP-

908, Rev. 2))

ManageConfiguration

(CMBG) (ANSI/NIRMA CM

1.0-2000)

EquipmentReliability(INPO) (AP-

913,Rev 1)

ManagementProcesses and

Support Services(NEI)

LossPrevention

(NEI)

Training(INPO)(AP-921)

Nuclear Fuel(NEI)

OP001 Operate and Monitor Structues, Systems and Components (INPO)OP002 Monitor and Control Effluents (AP-902) (NEI)OP003 Monitor and Control Plant Chemistry (INPO)

WM001 Perform Planning (AP-925)WM002 Perform Scheduling (AP-925)WM003 Perform Preventive MaintenanceWM004 Perform Corrective MaintenanceWM005 Maintain Non-Plant EquipmentWM006 Perform Plant Improvement MaintenanceWM007 Monitor and Control Radiation ExposureWM008 Monitor and Control ContaminationWM009 Perform Minor Maintenance/FIN

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)

ER001 Life Cycle ManagementER002 Performance MonitoringER003 Continuous Equipment Reliabillity ImprovementER004 Perform Predictive Maintenance

MS001 Provide Inventory ManagementMS002 Procure MaterialsMS003 Procure ServicesMS004 Provide WarehousingMS005 Repairs, Refurbishment and ReturnsMS006 Disposition of Unneeded Material

SS001 Provide Information Technology ServicesSS002 Provide Business ServicesSS003 Provide Information Management ServicesSS004 Human Resources ServicesSS005 Maintain Grounds, Facilities, and VehiclesSS006 Support Community and Government ServicesSS007 Support Industry Professional and Trade Associations

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)

T001 Develop Training ProgramsT002 Conduct TrainingT003 Attend Training

Process Hierarchy

8 Process Level

Activity level

Task

Level 0

Level 2

Core Processes

Enabling Processes

44 Sub-processesEUCGNumber

Level 1

Level 3Levels 2 and

3 areCompanySpecific

EUCGNumber

Legend

1. (AP-XXX) = Process Description

2. For Process Descriptions, see also NEIBenchmarking Reports filed by processand EUCG Cost Code

NF001 Provide Fuel ManagementServicesNF002 Provide and Transport FuelNF003 Provide Handling, Storage, andDisposal of Fuel

SNPM provides industry a

picture of site business

enterprise

Safety of Operation

NEI Performance Improvement• The objective of performance improvement is to

continuously explore ways to:– Increase business efficiency– Lower operating cost– Maintain or improve safety

• This is accomplished by:– Focusing on process management– Maintaining a Standard Nuclear Performance Model– Conducting benchmarking training– Understanding Change Management– Developing and Maintaining “Communities of Practice”

in each process area

Communities of Practice

Established CoPs

• Configuration Management

• Materials and Services (Supply Chain)

• Information Technology

• Information Management

• Human Resources

• Equipment Reliability

CoP Discussions

• Emergency Preparedness

• Fire Protection

• HP-Radiation Protection

• Licensing & Permits

• Work Management

• Performance Monitoring and Improvement (LP002)

Community of Practice

EPRI

SIG

SIG

Communicate InformationIdentify & CoordinateResolution of Issues

Coordinate Improvement ActivitiesUpdate of Process Descriptions &Business Performance indicators

SIG

INPO

NEI

OtherCOPs

NSSSOGs

Utilities

Suppliers/Vendors

NEI Proposed Performance ImprovementCommunity of Practice

EPRIHU

HPRCT

Self-AssessmentManagers

LP002 CoPUpdate of Process Descriptions &Business Performance indicators

Coordinate ActivitiesIdentify & Coordinate Issues

Communicate Information

CAP

INPOPI and L

NEIPPI

OtherCoPs

OGs

Utilities

ASQNPPC

Standard Nuclear Performance

Model Framework

•Standard Processes•Process Maps•High Level KPIs•Flexible Organization Design•Benchmarking Projects•Good Practices

Business Case“Why”

Tools & Techniques“How”

•Process Improvement•Training- Lean Tools•Change Management •Human Motivation•Management Tools•Integration

•Effective Human Motivation•Cost•Quality•Performance•Consistency•Production Capacity

Big Picture

Business/Tactical Planning Project ManagementIntegrating Framework

SpecificImprovements

(measured)

Traditional NPPC projects are being rapidly “taken over” – this is a good thing!

• Management is taking over responsibility for Quality functions and systems

• More INPO and EPRI alignment around NEI SNPM– Used as planning framework for joint EPRI, INPO, and

NEI meeting

Where can ASQ help? Emphasize quality concepts in CoPs and business enterprise – the NPPC Mission still applies

• Quality Management Division

• Statistics Division

NPPC – Where to go?

Nuclear Plant Operation:Safe and Secure

• America’s nuclear plants are part of our vital industrial infrastructure.

• They were among the most secure industrial facilities before Sept. 11.

• They’re even more secure now.

Industry Response to 9/11:Immediate Actions

• All nuclear plants to highest alert level– Increased patrols– Augmented security forces and capabilities– Heightened coordination with law enforcement

and military authorities– Limitations on access to plant sites

Industry Response to 9/11:Immediate Actions

• Nuclear Regulatory Commission (NRC) top-to-bottom review of safeguards and security requirements and policies.– Regulations governing commercial nuclear

facilities– NRC coordination with other agencies,

communications capabilities, etc.

Industry Response to 9/11: Strategic Recommendations

• Perform comprehensive review of all credible threats to security of critical energy infrastructure, including nuclear power plants.

• Determine which possible threats should be the responsibility of:– federal government (terrorist acts of war)– private industry

Comparative Size of Targets

WTC 208’ wide1,353’ tall

Pentagon1,489’ wide (921’ per side)71’ tall

Spent Fuel Pool 80’ wide40’ tall

Containment Building

130’ wide160’ tall

Dry Casks10’ wide20’ tall(12 depicted)

Safety is Part of Reactor DesignsContainment Vessel1.5-inch thick steel

Shield Building Wall3 foot thick reinforced concrete

Dry Well Wall5 foot thick reinforced concrete

Bio Shield4 foot thick leaded concrete with1.5-inch thick steel lining inside and out

Reactor Vessel4 to 8 inches thick steel

Reactor Fuel

Weir Wall1.5 foot thick concrete

Sandia Labs F-4 Crash Test• A rocket propelled F-4 Phantom jet aircraft is

crashed, at 480 miles per hour, head-on into a concrete target mounted on top of an air platform, with a combined weight of more than one million pounds.

• This test was done at Sandia Laboratories in Albuquerque, New Mexico, to estimate the effect of an aircraft crashing directly into a critical concrete structure, such as a nuclear plant’s containment structure.

Sandia Labs F-4 Crash Test

• All commercial nuclear plants in the United States must have a containment structure to be licensed to operate.

Sandia Labs F-4 Crash Test

Operation requires storing Used Fuel on-site

• Fuel removed every 18-20 months

• Stored initially on site in vault

• Some later transferred to dry storage

Fuel (new and used) are ceramic pellets

Fuel Rods Filled With Pellets Are Grouped Into Fuel Assemblies

New Fuel Assembly Inspection

Used Fuel Assembly Removal fromReactor Vessel

Used Fuel storage in Pool

Yucca Mountain

Used Fuel National Repository:

Supplemental Site Storageis required at many sites

Used Fuel Storage Cask

Supplemental Cask Storage

Used Fuel Locations

Used Fuel Transport is Safe:Putting transport into perspective

• Annually, 300 million packages of hazardous materials are shipped in U.S.

• 1% of these are radioactive materials, or 3 million packages.

• Majority are radiopharmaceuticals or radioisotopes used in medical applications.

• 250,000 contain radioactive materials from nuclear power plant operation.

Used Fuel Transport

• Presently, fewer than 100 shipments of used nuclear fuel occur annually.

• Expect 300 to 500 containers to be shipped annually to a repository.

• More than 3,000 used fuel shipments in U.S. over past 40 years.

• More than 21,000 used fuel shipments internationally over past 40 years.

Used Fuel Transport Security

• Robust transport container design provides first level of security

• Nuclear Regulatory Commission (NRC) approved route and security plan

• Advance notification to Governors prior to shipments

• Dates of shipments not publicized

• Satellite tracking; use of communications equipment

• Periodic update of route conditions

• Armed escorts in urban areas; elsewhere as required by State

• Locking devices on trucks preventing unauthorized movement

Used Fuel Transport Security

• A system of safeguards exists to ensure safety during used fuel transportation.

• NRC and Department of Energy (DOE) have performed studies and tests to assess the risks of sabotage to used fuel transportation.

• NRC periodically reviews potential threats with law enforcement agencies.

• NRC reexamines safeguards and security for used fuel transport as necessary.

Used Fuel Transport Safety

• Accidents can happen.• That is why used fuel shipping containers are

designed to withstand severe accidents.• There have been 8 transport accidents involving

used fuel containers in the U.S.– There has NEVER been a release of the

radioactive contents.– Four of the accidents involved empty

containers.

Used Fuel Transport Safety• Prior to certification by the NRC, used fuel

transport casks must be shown to meet a series of hypothetical accident conditions.– Drop, Puncture, Thermal (fire), Water

Submersion• These can be done through physical testing and

through the use of computer modeling.

See information, pictures, video at www.nei.org