Lessons Learned from past NPP Construction Technology/Management

Transcription

1 Lessons Learned from past NPP Construction Technology/Management 19 March 2014 Ki Sig Kang Nuclear Power Division International Atomic Energy Agency

2 Trend in Construction Starts Rabidly changed the No. of Const. Npps after F-A ( ) In 2013 : 10 units

3 History of NPP construction A total number of Npps not so big change after F-A ( North America

4 Full history of NPP construction North America Reference: -PRIS

5 Construction Period Categories [month] 1996-Now [month] Median Minimum Construction Schedule for 1350 MWe unit From F/C to C/O : 62 à 49 Months Construction Schedule at 1000 MWe unit From F/C to C/O : 64 à 47 Months C/O: Commercial Operation F/C : First concrete pouring

6 UAE Construction

7 Optimizing Construction Management International Atomic Energy Agency

8 Average Duration for Past NPP Construction 1969 to 1977 in USA Since 1972, rapidly increase construction period Why?? Source : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476

9 Full history of NPP construction North America Reference: -PRIS

10 Construction Schedule for Gen III + NPPs Site preparation : 12~18 M Construction : 36~42 M Start-up : 6~ 7 M Total : 60 M Source : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476

11 Considerations Related to Schedule Assumptions Fundamental Project Assumptions First-of-a-Kind (FOAK) or Nth of a Kind (NOAK) Labour Resource Availability Cash Flow Labour Shift Structure Reference Location Labour Agreements Site-Specific Assumptions Site Conditions Seismic Requirements Accessibility/Transportation Engineering & Procurement Assumptions Engineering Procurement Relationships and Contracts Long-Lead Components Manufacturing Durations Construction Assumptions Extent of Modular Approach Specialized Equipment Shift of Work Load Licensing and Permitting Assumptions Licensing Environment Changes in the Licensing Process

12 First Nuclear Power Plant International Atomic Energy Agency

13 Example of Budget Distribution in NPP Construction Construction Procurement Design & Licensing Interest Increase Fuel Others Direct cost : Indirect cost = 60 : 40 Unit : %

14 1000 Mwe Manpower and Duration Manpower : 4000/day, more than 60 Months Preparation : 40% and Implementation : 60% Power Plant Engineering Page 14

15 Needed Manpower during Construction Personnel Description Peak Personnel Average Single Plant Craft Labor 1600 Craft Supervision 80 Site Indirect Labor 160 Quality Control Inspectors NSSS Vendor and Subcontractor Staffs EPC Contractor's Managers, Engineers, and Schedulers Owner's O&M Staff 200 Start-Up Personnel 60 Licensing Inspectors 20 Total 2400 * Ref : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476 Craft Description Craft Percent (%) Peak Personnel Average Single Unit Boilermakers 4 60 Carpenters Electricians/I&C Iron Workers Insulators 2 30 Labourers Masons 2 30 Millwrights 3 50 Operating Engineers Painters 2 30 Pipefitters Sheet metal Workers 3 50 Teamsters 3 50 Total Construction Labor 100 % 1600

16 Previous Experiences International Atomic Energy Agency

17 Bataan NPP (Philippines) Westinghouse 2 Loop 600MWe 95% completed. Cancelled following government change. KEDO 1&2 (North Korea) Started but never completed (international partners pulled out).

18 NAPOT Point, MORONG, BATAAN

19 Cernavoda NPP, Romania Right: Unit 1 /2 (in operation) Left: Unit 3, 4 and 5 (in preservation)

20 Atucah II NPP (Argentina) Installation of Moderator Tank, June 2009

21 Angra 3 Npp in Brazil Preservation Of Stored Components In 2003 Photos

22 Angra 3 Npp in Brazil 3/20/

23 Angra 3 Npp in Brazil

24 OL3 construction site in February 2012 Olkiluoto 3 at the end of April 2009 Source: TVO Core thermal power Net power output Net efficiency 4300 MW th 1577 MW el 37 % May 2005 : First Concrete for Reactor Building May 2007 : RPV installed, May 2008 : Start Hot Functional Tests Aug : First Fuel Loading Nov : First Criticality April 2009 : Start Demo-Run

25 OL3: Commercial operation no earlier than Teollisuuden Voima Oyj CONFIDENTIAL 25

26 Conclusions (1) Starting new build is demanding because much of the earlier experience and resources have been lost from the nuclear industry. Adequate time has to be allocated to good preparation of the project before actual construction start: making design as early as needed for smooth construction, qualifying the new design features and technologies, building competent organizations, specifying responsibilities of parties, ensuring availability of qualified designers, constructors and manufacturers to implement the project, and resolving potential regulatory uncertainties. 26 Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010 SÄTEILYTURVAKESKUS STRÅLSÄKERHETSCENTRALEN RADIATION AND NUCLEAR SAFETY AUTHORITY 8 June, 2010

27 Conclusions (2) 27 During the construction of Olkiluoto 3 we have found that close monitoring and oversight by both TVO (licensee) and STUK (regulatory body) is necessary to ensure achievement of specified quality. While there have been many non-conformances and remanufacturing needs, the quality awareness and proactivity of the licensee and the manufacturers have been at a reasonably good level. The corrective actions have been taken in line with the QA/QC practices specified for the project. Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010 SÄTEILYTURVAKESKUS STRÅLSÄKERHETSCENTRALEN RADIATION AND NUCLEAR SAFETY AUTHORITY 8 June, 2010

28 28 Conclusions (3) The final quality in Olkiluoto 3 structures and components has not been compromised; but in some cases achieving and proving expected quality has required extensive and time consuming tests and inspections to prove that the required standards have been met extensive new analysis re-manufacturing of some equipment The observed difficulties at the construction stage have not influenced the safety of the power plant when it will be ready to operate. Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010 SÄTEILYTURVAKESKUS STRÅLSÄKERHETSCENTRALEN RADIATION AND NUCLEAR SAFETY AUTHORITY 8 June, 2010

29 Major Concrete Dismantling and Demolishing Project in Belene - Site Preparation Dismantling and Demolishing Reinforced Concrete Steel Structures m t Excavation works m3 Planned Duration 18 months Mobilization 2 months D&D 14 months Demobilization 2 months

30 Major Concrete Dismantling and Demolishing Project in Belene - Site Preparation Site opening on and 10 months after

31 USA NPP Construction Experience St.Lucie 2 Palo Verde 1 Grand Gulf 1 Wolf Creek 1 Seabrook 1 Susquehhanna Summer 1 Byron 1 San Onofre 2 Waterford 3 LaSalle Comanche Peak 1 Perry 1 McGuire Shoreham 1 Midland 2 Catawba 1 Watts Bar 1 Harris 1 Washington Nuclear 2 Enrico Fermi 2 Limerick 1

32 Watts Bar Unit 2 Delayed NPP Completed partially Unit 2. (PWR, 1100 Mwe) Unit 2 was about 80% completed, stopped in Resumed on October 15, 2007, Operation in Oct. 2012(60 M) $2.5 billion USD

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34 Watts Bar Cost/Schedule Overruns Need additional $1.5 B to $2 B(2.5B $à4~ 4.5 B$) Completion : Oct à Dec 2015 (60 M à 99M) EPC : Bechtel Root causes: Leadership - Organization and management capabilities misaligned with unique project characteristics Estimate - Lack of rigorous understanding of work to be done led to low initial estimates and impeded planning Execution - Management did not execute a robust execution plan or fully utilize available capabilities Oversight - Inadequate oversight and project assurance

35 Causes of Project Failure Planning Lack of clearly defined project goal & objectives at the beginning Done with insufficient data Change Cost increase & Schedule modification Cost of executing a project changes exponentially with time Many changes late in the project can kill the project Scope change during the project Scheduling Too short a time frame Overly optimistic deadlines Management Support Lack of support and involvement of top management Shortage of specialized skills and equipment Funding Retracting funds during project Kiss of death to the project Cost Escalation Project cost escalation beyond initial estimates Resources Insufficient human resources - slows project down and burns out personnel Early Investment in the education of the contractors and fabricators must be prioritized

36 Advanced Construction Methods International Atomic Energy Agency

37 Construction Methods Open Top Installation Modularization Advanced Welding Techniques Steel Plate Reinforced Concrete Structures All Weather Construction & Round the Clock Work Concrete Composition Technologies Excavation Techniques Cable Installation Area Completion Schedule Management Application of Computer Systems for Information Management and Control

38 Open-top Construction Integrating the construction of the building walls/slabs with the modules, equipment/mechanical and electrical commodities installation. Reduces temporary openings, the material handling costs of bulk commodities Require Very Heavy Lift Cranes SG Installation in Qinshan, China

39 Sep 27, 2010 Unit 1 CA01 lifting, Sanmen Unit 1.

40 Consideration of Very Heavy Lift Crane A VHL crane needs to be applied taking account of the following items: A VHL Crane could be one of long-lead items; A VHL Crane could be restricted by the transportation limitation; A VHL Crane requires wider construction space; and A VHL Crane shall not affect to the existing safetyrelated systems, structures, and components including in case of the boom/jibs falling down to the SSC.

41 Modular Construction Pros and Cons need to be evaluated based on the job site conditions Good Reduce Schedule (If Module is applied to CP) Reduce Field Work and Leveled On-site Manpower Increase Productivity and Quality under Factory Environment More Safely and efficiently at Ground Level Work Reusability of PPM Engineering to the Nth Plants Bad Increase Engineering for Module Increase Temporary Support Structure Early Material Requirements Additional Transportation Cost (Large trailer truck, Barge) Increase Lifting/Rigging Requirements (Crane, Lifting Jig) Inspection of Modular

42 Advanced Welding Techniques Quality welding is crucial and time consuming Advanced Techniques Metal Arc Welding, Gas Tungsten Arc Welding Submerged Arc Welding Automatic welding equipment is very effective Maintaining high quality Improving the working environment in narrow spaces.

43 Automatic Welding Machine Automatic Welding Machine for RCCV Liner Automatic Welding for Large Bore Piping Automatic Welding for Small Bore Piping (CRD piping)

44 Technology of reinforcing of the base and ceiling slabs Slab reinforcing technology developed by CNIITMASH (in cooperation with BAMTEC) includes: Cross laying of the reinforcing carpets Carpet fabrication following the stress distribution Use of blockouts Advantages: Fast expanding at limited manpower. Industrialization of the reinforcing carpets fabrication. 44

45 Small Bore piping bending

46 Manhour Reduction with Early Engineering Past Construction Start CO Design Start Design/Engineering Construction Current Design Start Design Freeze Early finish of Engineering Design/Engineering Construction Detailed engineering completed before construction start Reduced Site Manpower to 40%

47 Front-Loaded Construction Engineering Previous Design Process Basic Design Detailed Design Construction Construction Engineering Front-Loaded Construction Engineering Basic Design Requirements from Construction Engineering Detailed Design Inputs from Plant Design (BOQ, Composite Design, etc.) Construction Construction Engineering Source : From Hitachi construction experiences

48 Activities on Construction International Atomic Energy Agency

49 Construction Technologies for New NPPs Goal: Achieving an Optimum Construction schedule for future NPP construction projects. Content: Comprehensive descriptions of all construction methods Advantages and disadvantages Best practices Lessons learned

50 Construction Management Construction management Preparatory Phase Construction phase (after concrete pouring) Commissioning phase Main issues and lessons learned Selection of local suppliers Bulk material management Worker turnover Construction equipment Massive movements of people and material Public perception Construction phase closure activities Country specific lessons learned

51 E- Learning Module on Construction Topics covered in the Construction Module: What makes nuclear construction unique Important considerations for projects and programmes How to achieve excellence Key site considerations

52 Construction Readiness Review Guidelines 1. Project Management Review 2. Engineering Readiness 3. Procurement / Material / Supply Chain Readiness 4. Quality Management and Records Programme Review 5. Human Resources & Training Review 6. Construction Readiness Review 7. Construction Installation Completion Assurance/ System Handover 8. Targeted Area Review (including Project Delays and Corrective Actions) 9. Technical Visits

53 NPP Owner/Operator Establishment First reinforced concrete Start of first hot trial run Start of trial operation Year Regulatory body OWNER ESTABLISHED Legal infra. Insurance infra. Educational infrastructure Start of construction Stage 1 Construction Preparation Site develop -ment Start of constr n of RB interior Construction End of containment pressure test Stage 2 Construction Execution. End of primary loop pressure test First criticality Handover Promotion of national participation Erection Decision to go nuclear Financial infra. Pre-bidding Bidding and evaluatio n Negotiations Commissioning Planning Project Implementation (Pre-project) Project Implementation (Execution) Contract signed COD 53

54 Lessons Learned International Atomic Energy Agency

55 Lessons Learned (Project Management) Circumstances in Europe and the USA are quite different from 1970 s India, Japan and Korea seem to be different due to continuous NPP construction. Safety requirements clearly should be understood to avoid surprises. Understanding of regulatory practices is essential Vendors and sub-contractors have lost knowledge and skill New type of competence is needed for new technologies. New advanced safety features are not easily implemented New sub-contractor networks from companies with proven skills

56 Challenges for GEN 3 + Reactor on Quality Management China Sanmen project case RCP impeller : Irregularities welded without documentations Squib Valve : Manufacturer used components and subcontractor without Equipment Qualification QA programme need to be reinforced after decades of inactivity Ineffective QA surveillance to the sub-contractors

57 Lessons Learned (Project Management) Do not underestimate the importance of proven experience Organization of construction site organization, Resource requirements and timing, Sub-contractor location and management Competence of manufacturers and sub-contractors is not easy to judge solely through auditing Owner management of construction activities

58 Lessons Learned (Design) Ensure before starting implementation. Licensee s capabilities and resources Vendor s capabilities and resources Design has been done to a detailed level (i.e. design is complete!), Qualified subcontractors are available Past Current Construction Start CO Design Start Design/Engineering Construction Design Start Design Freeze Early finish of Engineering Design/Engineering Construction Challenges from design changes Design standards and Material Substitution Management Localization and technical transfer

59 Challenges for GEN 3 + Reactor on Design and Engineering Design Changed be the end of 2013 Lead long time for design change approval from one month to six months if RB is involved Engineering completion behind schedule Insufficient support for regulatory review from offshore team

60 Lessons Learned (Modularization) Difficulties during module fabrication Procurement (Fabrication) Welding technology Challenges with modular construction Assembling technology Lifting deformation control Transportation plans Installing, measuring and positioning technology Biggest module : Size: M Weight: 850T

61 Key Lessons Learned - Strategic Early Initiation of Site-Specific Engineering/ Construction Planning Subject Areas Implement Regulatory Training - Understanding the process before construction Human Capital Development Skilled craft training and certification programs offsite Professional training A World of Solutions Proprietary & Confidential 03P082013M 61

62 Acknowledgements DOE NP 2010 Construction Schedule Evaluation, DE-AT01-020NE23476 M. Hanyu, Hitachi, ABWR Technology & Construction Experiences / Experience of ABWR Operation and Global Deployment, Vienna (2009) Cai, Jiaxin, CNEC, NPP Nuclear Island Civil Construction Management -Practical Experience & Achievements of CNEC, Beijing (2012) Power Reactor Information System (PRIS), Vienna (2013) Photos : Barakah, Sanmen, Vogtle, VC summer, Taishan, Atucha II, Angra III, Okiluoto III, Belene

63 When we find an Iceberg If we simply see the Surface

64 When we find an Iceberg We could be in a Big Problem

65 Once mounted on a tiger s back, it is hard to control him

66 Construction Readiness Review Service International Atomic Energy Agency

67 Construction Readiness Review Guidelines Performed at Two stages Before starting first concrete pour check of preparations After hot function test, before initial fuel loading Areas Reviewed: Project Management Engineering Readiness Procurement / Material / Supply Chain Readiness Quality Management and Records Human Resources and Training Construction Readiness Construction Installation Completion Assurance Targeted Reviews (as requested by customer) Guidelines to be finalized August Service available now.

68 Four basic elements for the success of a nuclear power projects Health, environment and safety Communicating with regulatory, public acceptance etc : Communicating with regulatory/ Stake holders as early as possible and as much as possible Quality QA surveillance for sub-contractors including engineering, construction QA programme start early. Should cover domestic and foreign vendors both Schedule Management level 2 Monitoring level 3 Check the providing sufficient resources, support contractors Financial Only 25 % NPP projects in China were completed with planned budget

69 Newcomers Top 5 Issues How do we start nuclear power plants? Do you have the human resource? Do you have financial plan? How do we have to get public support? Do you have any idea to select site for Npp Do you have any idea to manage the waste? Government Strong Support from Top Management 69