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Organization and Responsibilities of
Internal/External TSO
International Conference on
Challenges Faced by TSOs in Enhancing Nuclear Safety and Security
Beijing, 29 October, 2014
N. Kilic
IAEA-NE
Content
I. IAEA ACTIVITY
II. EXAMPLES FROM IAEA
GUIDANCE
III. LESSONS LEARNED/OPEX
2
I. IAEA ACTIVITY
3
Technical Support
An effective TECHNICAL SUPPORT is essential to operate
safely and efficiently:
• Ensure that the plant design and operation meets the acceptance criteria for
safety, reliability and quality in accordance with relevant codes and standards,
laws and regulations;
• Support with technical expertise to maintain and improve safe and efficient
operation and performance;
• Identify and resolve any design and performance issue of SSCs and program
and procedures that support safe and reliable operation;
• Make effective changes with full knowledge of the technical basis and design
and license intent and philosophy;
• Liaise with the stakeholders in charge of overseeing the facility design and
operation in a controlled and informed manner.
4
Definition of TSO
TSO is an organization with the mission of
technical support (TS) to assist in the
achievement of performance objectives* of the
nuclear power plants
* Safety + Quality + Reliability + Availability + Efficiency
5
TS and Interfaces
6
Owner/Operating Organization
TSO
Regulatory Body
TSO
R&D
Consultants
Contractors
Consultants
R&D
A/E
NSSS Vendor
Supplier
NS (GSG-4) & NE (TECDOC-1078 )
TSO
TSO
TSO
TSO
TSO
Licensing Operations
Procurement
Licensing Regulation
Inspection
Design
Assessment
TSO TSO
TSO
TS Resource and Placement
TSO can be internal or external entity
The internal TSO has to interface with internal
entities
The internal TSO has to interface with external
TSO(s)
The internal TSO has to interface with external
entities on behalf of the body
The external TSO(s) has to interface with the
internal TSO and other external entities with or on
behalf of the body
7
IAEA on TS Roles and Responsibilities
• IAEA TECDOC-1078 was published in 1999
• In response to recognition that the technical support (TS)
function at some NPPs is sometimes not clearly
understood or adequately addressed, and as the result,
some NPPs have experienced significant performance
problems.
• Targeted NPP management
• Guided establishing mainly an effective internal TSO
• Did not address the detailed external TSO competencies
and interfaces
• Focused on the NPP Operation stage
8
Typical Utilization of TS to Owner/Operator
during the NPP Lifetime
Pre-
project
9
External TSO Internal TSO
Design Construction
And
Commissioning
Operation Decommissioning
Changes over a decade (2000 – 2012)
• New NPPs
• Constructions
• Life Extensions
• Power Uprates
• Heavy Equipment
Replacements
• Additional Operating
Experience
• Decommissions
• Fukushima Accident
10
7 5
2 0
3 2 4 5
2
6
3
6 4 4 3
6 4 5
9
6 4
10 11
14
21
24
32 33
20 18
22
19
6
11 13 13
11
20
13
10 12
4
7
0 1
Need for a More Comprehensive Guidance
• Both for Newcomers and Established NPPs
• For the Entire NPP lifetime (Pre-Design ->
Decommissioning)
• One-time -> Daily Activities (e.g. PUR, Reload, Test)
• Both internal or external activities (Deliverables,
Interfaces)
An NES Document is selected
11
Technical Support WITH and FOR:
Safety + Quality + Reliability
Effectiveness + Efficiency
Functions and Competencies
DPP XXX & GSG-4 NES
Owner/Operating Organization
TSO
Regulatory Body
TSO
Safe, Sound and Effective:
•Operation
•Design Assessment
•Quality, Reliability, and Efficiency
provisions
•Operational Decision
•Facility/Program Maintenance
•Emergency Actions
•Application of Lessons Learned
•R&D for safety and efficiency
improvements ….
Safe, Sound and Effective:
•Regulation
•Safety Assessment
•Quality and Reliability provisions
•Licensing Decision
•Facility/Program Inspections
•Emergency Response
•Application of Lessons Learned
•R&D for safety improvements
•…
IAEA NES (Nuclear Energy Series) Documents
• HOW TO guidance
• Provide advice for those either planning or
implementing nuclear activities
• Target audience includes owners and operators of
utilities, implementing organizations, academia and
government officials in Member States, among others
• Based on Best Practices in the MS
• Building on expertise in MS as represented by their
nominees
13
II. EXAMPLES FROM THE GUIDANCE
14
Why Internal TS? (Ex. Operating Organization)
• Effective technical support is essential to optimize the safe
operation of NPP and to maximize its 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
15
Core Functions 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
16
Organizing an Internal TSO
Three basic organizational patterns are practiced:
CENTRALIZED
MATRIXED
PERMEATED
17
Choice of internal TSO
organizational pattern depends on
management style, corporate
strategy and tradition as well as
the task, schedule, and resources.
CENTRALIZED INTERNAL TSO
(Operating Organization Example)
• 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.
• The head of the organization is
responsible for performance
and accomplishment of
objectives of TS and reports to
the plant manager or CNO.
18
Design
Engineering
Director
Mechanical
Engineering
Department
Electrical
and
I&C Engineering
Department
Civil
Engineering
Department
Stress Analysis
Department
Engineering
Programs
Department
Engineering
Vice President
FUEL
MANAGEMENT
Director
PLANT
ENGINEERING
Director
DESIGN
ENGINEERING
Director
SPECIAL
PROJECTS
Director
MATERIALS
ENGINEERING
Director
Mechanical
Engineering
Department
Primary
SSCs
Section
Secondary
SSCs
Section Configuration
Management
Section
MATRIXED INTERNAL TSO
(Ex. Operating 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.
19
PROJECT
Director
OVERSIGHT IMPLEMENTATION DESIGN
Operations
Operators
Training Instructors
Radiation Protection
Chemistry
Fuel Management
Safety Analyst(s)
Reactor Engineer(s)
Design Engineering
Mechanical
Civil
Electrical
I&C
Plant Engineering
ISI/NDE
System Engineer(s)
Maintenance Engineer(s)
PLiM
Program Support
Planner(s)
Quality Control
Foreign Material
PERMEATED INTERNAL TSO
(Ex. Operating 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.
20
Maintenance
Department
Mechanical
Maintenance
Engineer
Electrical
Maintenance
Engineer
I&C
Maintenance
Engineer
Structure
Maintenance
Engineer
Materials
Engineer
Procurement
Department
Mechanical
Procurement
Engineer
Electrical and I&C
Procurement
Engineer
Operations
Department
Reactor Engineer Radiological
Engineer
Chemical
Engineer
Advantages of TSO Organization Patterns
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.
21
•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.
Why External TS?
• Expertise beyond the capability of internal TSOs
• Core technology issues that may be best handled by the
technology holder
• 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
• Legislative compliance
22
Clear Need and Purpose for External TS
23
• Why do you want an external TSO?
• Need expertise?
• Need cost savings?
• Need flexibility?
• Task not in core business?
• Work is simple / been done before / repetitive?
• Temporary increase in workload?
• Gain knowledge from TSO?
Competencies of the External TSO
• Knowing the task • functional, performance, administrative requirements,
• safety goals and safety principles,
• applicable codes, standards and regulatory requirements,
• conditions, services, interface requirements,
• processes and procedures.
• Understanding of the TS scope need and background.
• Understanding the input and assumptions for TS.
• Having and maintaining the tools, expertise and competency
necessary for the TS needed
• Performing TS with applicable quality, accuracy, ownership,
and meeting target schedule and budget set
• Being ready to support in interaction with other entities
24
External TSO Utilization
• Evaluations to employ an external TSO
• TSO identification and selection (quality,
competency, durability, availability)
• Being an intelligent customer
• Oversight: review, evaluation and use of the
work performed by TSO
25
Why not an external TSO?
26
• May cost more if work is long term (overheads /
admin costs of managing contract)
• Less control over staff decisions / priorities
• TSO may not be a dedicated to developing staff
• TSO might decide to leave / not do business
(i.e. increased risk)
Selection of TSOs – Tools used
• Documenting Drivers / Preparing Specification
• Contracting
• Technical Bid Evaluation
• Economic Bid Evaluation
• Negotiation
27
III. OPERATING EXPERIENCE/LESSONS
LEARNED
28
TSO Challenges
• TSO Independence
• TSO Effectiveness
• Maintaining Technical Knowledge and
Competencies
• Ownership and Authority
• Questioning Attitude
29
Good Practices
• Decide and 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 and Baseline Parameter Documents
• Milestones for Data Request and Transmittal
• Single Point of Contact
• Be a knowledgeable employer and customer
• Know what you ask, understand and verify what you get
• Review and Adjust
• If it is not working, fix it. If it is working, improve it
30
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Thank you for your participation and
contributions
for the safe and peaceful use of nuclear energy
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