Long term operation integrated processes for delivering extended asset performance

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3 Long term operation integrated processes for delivering extended asset performance

4 Agenda 1. Introduction 2. Long term operation process for delivery 3. Business planning and key assumptions 4. The role of equipment reliability programmes as an integrating mechanism 5. Optimising the programme 6. Opportunities to extend the value of investment 7. Towards an integrated approach for through life asset management 4

5 Introduction Amec Foster Wheeler has an active role in long term operation programmes in Europe, North America, South Africa and Asia covering Gas Reactors, PWR, Candu and across the design to decommissioning lifecycle; All of the reactor types have unique features Nuclear safety is the driving and overriding priority Most of the plant has common features susceptible to a systematic approach We have engaged with our key customers in providing all aspects of programmes from programme definition and management to Time Limited Ageing Analysis (TLAA) of systems, structures and components In addition we have sought to bring the best practices from other industries such as the aerospace industry into play We are also an designer/builder/owner and operator of thermal plant and can bring balance of plant learning from these experiences. Amec Foster Wheeler (and its pre-cursor organisations) has broad experience as consultant, project manager, designer, builder. owner and operator.

6 Amec Foster Wheeler Nuclear pedigree...3,000 nuclear professionals... A nuclear new build partner for 60 yrs... Dungeness A - Magnox Ignalina RBMK Sellafield Hinkley Point C Magnox Station Design & Construction (all UK Consortia) Growth in Clean-Up NMP Sellafield EDF Partnership Mactec (US) ESRC (Serco) (UK) AES (US) AMEC France Sizewell B Westinghouse JV AMEC Czech Republic NCI South Africa AMEC Slovakia AGR Station Design & Construction (all Consortia) NSS/NCL Canada AMEC Romania Tokai 1 Heysham 1 AGR Sizewell B PWR Bruce CANDU GDA EPR, AP1000, ABWR A growing international presence in Europe and Asia

7 So..What is Plant Life? Book Life original assessment based on financial considerations Design Life based on load assumptions Plant can only operate within its Licence Life Licence Life life that plant is licensed Technical Life anticipated life for plant components to meet all requirements Economic Life anticipated life for economic viability Final Life Outcome anticipated based on CAPEX/OPEX costs and safety margins

8 Our learning on some of the issues A main learning point for us is that LTO is not a linear process that can be separated from: Operational performance management Investment and capacity planning The process is iterative and interacts strongly across the three elements. These processes are typically (but not always) separately run with an integration at the top level to compete for scarce resources Today s presentation argues for an integrated approach based on scenarios which allows: Assurance of best safety performance Mitigation of investment risk, Maximising investment benefits Clarity of execution planning to prevent becoming bogged down in detail We call this through life management and it draws inspiration from aerospace, defence and systems engineering 8

9 So why look to other industries? Defined performance requirements Qualified structures and components Performance measurement and transients 9

10 Understanding the Ageing Mechanisms Many different ageing mechanisms arising from plants that are 40+ years old Mechanical components Embrittlement (RPV, Welds) Corrosion (internals Wear (rotating plant) Electrical/ I&C Insulation degradation (cables) Oxidation (relay & breaker contacts) Civil structures Cracks (all concrete elements) Steel corrosion (concrete structures) - produced from Guardian data. 10

11 LTO- Lots of guidance IAEA Safety Standards e.g. NS-G-2.12 IAEA Safety Report Series e.g. SR57 IAEA Technical report series e.g. TR 448 EPRI Sourcebooks ISO (PAS 55) IAEA working groups e.g. International Generic Ageing Lessons Learned And more So we are well served by best practice process right? 11

12 A licensing centred approach Ageing management is often considered in a similar way to PSR - as a means to get to a specific staging point in plant life - a license renewal or extension This raises the question of managing the plant as a series of medium term periods as opposed to a whole life plan which will include: Potential changes to operating requirements Operating regime Technology Physical changes over time These are quite different in terms of trading off return on the investments required to extend life In effect changing the question from can we get another 10 years from the plant to what is the capability of the plant and systems and how can this be harmonised to safely give the best economic return 12

13 Simplified Plex process Decompose plant Safety case review Contributions to safety Functions Design intent Ageing mechanism identification Testing and quantification Conclusions Identify safety and safety related Functions Identify ageing processes and remaining plant life PLEX and LTO are not the same 13

14 Safety Assurance in Ageing Plant Assessments Plant/ component ageing Data collection Safety Functions Any loss of margins? Mitigation planning Monitoring Heading off potential problems Early detection Inspection Modern techniques Regular inspections Periodic Safety reviews Comprehensive review Gas Circulator Motor Stator awaiting testing to support a safety case Corrosion Test Rigs Risley Laboratories 14

15 But what is our target? This is one representation of one scenario for a business plan - is it the best or optimum? 15

16 The Through Life approach Takes account of the scenarios for asset performance for all foreseen and realistic demands on systems, structures and components Aligns the individual systems requirements across the plant duty requirements Aligns with business planning scenarios Allows for identification of best value strategy and complements the business planning process Integrates processes in place Through Life strategy leading to Through Life plans 16

17 Other Issues Systems, structures and components (SSC) SSCs gradually change with time or use, or wear out, corrode or degrade to a low level of efficiency or reliability and need replacement e.g. many SGs have been replaced after 30 years an economic decision is required here since these are expensive to replace. Obsolescence. With PLEX extending to 45+ years, obsolescence is an important issue e.g. analogue I & C systems may need to be replaced. These may need to be replaced with digital systems for obsolescence or indeed for other reasons. Knowledge management Retaining plant and operational information over long times is an issue for many reasons: reorganisation or demise of vendors, company buy-outs, privatisation of TSOs and retirement of long-standing and experienced personnel. 17

18 How to identify the real asset performance metrics? Many organisations across sectors use Overall Equipment Effectiveness as a key metric and measure and there is a robust body of evidence for it s value in the nuclear sector. 18

19 and what about operating practices? Plant maturing and plant configuration has changed? Original design basis assumptions still valid? Are all the safety claims aligned? What are the findings from PSR processes? Have new techniques delivered the ability to get better quality asset condition data? Are new techniques emerging that impact (for example) the degree of invasive inspection that is undertaken? 19

20 Technology changes Technology change poses a risk and an opportunity for plant business planning Fast changing technologies such as EC&I may permit additional operating flexibility; How will these be integrated into existing operating practices? Obsolete components will most likely require replacement which may involve significant disruption to generation and certainly will require costly substantiation Will these be identified and managed proactively or reactively? New methods may give more operating margin or less, how will these be managed? New components and systems may give additional operational flexibility and insight. What would we do differently if we had better, more complete real time information? Assets may be information rich but knowledge poor 20

21 How to integrate all of this conflicting information? So in summary we have to put together a coherent plan for long term operation; That meets the basic technical requirement to demonstrate safety That recognises and takes account of changes in operating practices, plant configuration and plant condition and ensures impact is fully integrated in the assessment process Integrates current information on plant performance and condition and recognises threats and opportunities arising Recognises the projected business environment and key scenarios impacting upon the optioneering and investment case Appropriately identifies, categorises and prioritises risk AND opportunities to safety and asset returns This is a challenging task! And can result in parallel initiatives that duplicate effort or fail to meet investment goals Is complicated and time consuming to deliver 21

22 Towards an integrated approach Amec Foster Wheeler have worked on all aspects of LTO and improvement programmes described here today We have recognised learning and good practice in other sectors can be applicable and developed this in the form of a through life management approach Working with our customers and partners we ve recognised the synergies between operational excellence/plant improvement programmes and LTO and have started to work to an integrated approach and methodology designed to: Be flexible in application Integrated in approach - a common strategy for LTO and operational performance Take on the learning from Through Life management and operational excellence 22

23 PLIM & PLEX Activities supporting EDF SEPTEN, France PSA studies framework with EDF SEPTEN engineering centre: External hazards analysis supporting the justification to safety authorities for the life extension of NPPs. Includes seismic and flooding PSA. Qualification and design of electrical equipment framework: Covers modifications on the existing fleet including justification of the renewal of the qualification of equipment in the life extension process. Also includes New Build. 23

24 Nuclear Life Extension in Bruce A (Canada) Refurbishments, upgrades and enhancements to Units 1 and 2 Improvements to safety and reliability to achieve a 25 year life extension Project management, contract management and construction management services as a part of an integrated team The AmecFW off-site training centre trained more than 7,000 workers in the skills and knowledge required to safely work on a nuclear site. 24

25 Further examples Late life planning and life extension for Magnox resulting in an additional 2 years of generation above baseline plans and reducing decommissioning costs with a benefit of > 700M GBP in revenue and reduced fuel disposal costs Darlington Canada 30 year life extension of 3,512 MW 4-unit station through refurbishments and enhancements starting in 2016 Planning and task assistance on lead-in activities including design modifications and improvements, safety analysis, defueling plans, radiation protection programs development Innovative late life management to maximise revenues Oversight of retube and feeder replacement vendor. 25

26 Bespoke Aevus methodology - Integrated project process with delivery through RCM and OEE 26

27 Integrated implementation Whole Life scenario business planning Optioneering and trade studies Integrated implementation plan and team Through Life strategy and delivery of investment plan Ongoing periodic review (yearly) Pro-active risk management Living PSA Tailored predictive tools 27

28 Designed to be self funding 28

29 Conclusions LTO can be taken from a major periodic activity to part of a process of normal business A holistic methodology and use of existing proven RCM and OEE techniques is key. Integration of operational and maintenance programmes with LTO leads to a single prioritised programme of work targeted on the business plan with clear resource requirements An equipment reliability/operational improvement programme can be a useful vehicle for integration and keeps condition and design intent assessments fully aligned with performance expectations A multi discipline business focussed approach is necessary to maximise the benefits of the programme 29