Heavy Component Replacementin Nuclear Power Plants

Steve Sills, Vice President Business Development, SGTDarren Wood, Manager Component Replacements, AREVA

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Purpose and Process

Goal

Recent successes and lessons learned in AREVA and SGT Heavy Component Replacements

Agenda

IAEA NP-T-3.2 - BackgroundProject OrganizationSteam Generator ReplacementsReactor Vessel Closure Head ReplacementsPressurizer ReplacementsWaste Disposition

Payoff

High level overview Initiate an information exchange

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IAEA NP-T-3.2Heavy Component Replacement in Nuclear Power Plants:

Experience and Guidelines

Why are we here? Component Aging and Plant License Extension

Most Feasible Solutions Trends Share Lessons Learned

US Market Steam Generators

replaced at 47 units 9 planned Alloy 600 TT tubes unplanned

Reactor Vessel Heads replaced at 37 units 13 planned 19 low-susceptibility unplanned

Pressurizers replaced at 3 CE units

Reactor Coolant Piping 2 planned at B&W units

Experience Base Continues to GrowExperience Base Continues to GrowExperience Base Continues to Grow

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Project Composition

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How does the Project Organization impact project success?

Project Management Customer Scope/Contract Business Unit Integration Subcontractor Integration

Engineering Design / Specification Analysis Metrology Services NDE Quality Field Implementation

Component Fabrication Site Installation

Outage Manager Resources

Definitions of Success Safety Radiation dose Schedule Cost / budget performance Human performance

Contributors to Success Dedicated team Strong structure - clear definition of responsibilities and communications

N-3, 2, 1 Walk-downs Leverage technology Robust processes Clear contract

Alignment of goalsStaffing of key positions

Facilitating clear communications

Alignment of goalsAlignment of goalsStaffing of key positionsStaffing of key positions

Facilitating clear communicationsFacilitating clear communications

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Who is SGT?

50% 50%

Replacements since 2003

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SEQUOYAH 1 (W4)

CALVERT CLIFFS 2 (CE)

OCONEE 1 (B&W)

PALO VERDE 2 (CE)

OCONEE 2 (B&W)

PRAIRIE ISLAND 1 (W2)

OCONEE 3 (B&W)

PALO VERDE 1 (CE)

CALLAWAY (W4)

ANO 1 (B&W)

BEAVER VALLEY 1 (W3)

WATTS BAR 1 (W4)

COMANCHE PEAK 1 (W4)

PALO VERDE 3 (CE)

FORT CALHOUN (CE)

ST. LUCIE 2 (CE)

SALEM 2 (W4)

DIABLO CANYON 2 (W4)

DIABLO CANYON 1 (W4)

0 10 20 30 40 50 60 70 80 90

100

110

1202003

20042005

20062007

2008

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Outage schedules

Each unit is unique different schedule challenges

2 SGs is not half as long as 4 Shortest schedule requires

Commitment by customer Cost is probably higher Plant activities must also be optimized Extensive schedule review and Integration Extensive Planning and mock up training Coordination of cranes & space Clearly establish objectives align incentives

Shorter Outage Trend Continues still raising the bar

Shorter Outage Trend Continues Shorter Outage Trend Continues still raising the barstill raising the bar

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SGT Just finished Diablo Canyon SGR

Westinghouse four-loop PWR 1,150 MW Outage - January 25, 2009 to March 24, 2009 SGT performed Unit 2 SGR in 2008

Delivery of excellent performance: Safety

Project achieved One Million Safe Hours 12/01/08 730,034 safe hours (w/o lost time)

Unit 1 May 1, 2008 - present

Outage: 2 recordables SGT Dose actual 163.4 goal 165.4

Dose rates 30% higher than Unit 2; Unit 1 actual dose only 15% higher

Schedule 58 d 1 hr B-B 12 hrs ahead of schedule Ready for ILRT 116 hrs early 11 days shorter than unit 2

Quality Document closeout excellent 8 of 8 RCS welds first time quality 28 of 29 large bore secondary welds first time quality

Diablo Canyon Unit 1 Steam Generator Replacement

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Future Steam Generator Replacement

Lower volume Uncertain schedule

SGR Alloy 600 TT SG tubes

From the experience Extensive lessons learned Refined processes Continuous improvement

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Keys to Success

One clear vision for the entireentire team Early alignment of expectations and communication of those expectations to project participants

The right team Get the needed mix of skills and experience Ensure clear roles and responsibilities More is not better, it just costs more

Teamwork Help each other be successful What do you need to make it happen Dont accept we cant Treat each other with respect View as one team, top to bottom Communication is critical Teambuilding, including social events for the team Celebrate along the way

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Keys to Success

Effective Project Management Systems Effective Human Performance, Safety (industrial, radiation and nuclear) and Quality Culture

Detailed Planning Mock-up and proficiency training High Quality Detailed Schedule to Focus Organization Early Involvement of Plant Personnel Formal and Proven Processes / Systems (Project planning, integration and Readiness Review, corrective action, detailed resource planning)

Technology / innovation 3d modeling Metrology laser scanning & precision measurements

Fit-up solution tools Computed Radiography Rigging equipment minimize plant modifications

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Reactor Vessel Closure Head (RVCH) Replacements

Recent decline in activity High and medium susceptibility heads 35 of 48 replaced Remainder planned

Low-temperature heads 2 of 21 replaced Utilities are monitoring

There is a good experience base to learn from.There is a good experience base to learn from.There is a good experience base to learn from.

Fall 2009 Diablo Canyon 2 South Texas 1 Palo Verde 2

Spring 2010 South Texas 2 Palo Verde 1

Fall 2010 Diablo Canyon 1

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Many plants include service structure upgrades when replacing their RVCH

Current Service Structure separate from service structure, roll away, fly remaining to head stand

Integrated Head Assembly fold cable trays, fly entire structure to head stand

Eliminate current rolling missile shield, ductwork and fans

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Integrated Head Assembly

CRDM Cooling Air Plenum - Easy maintenance access

Easy-disconnect and self-storing tie rods - Schedule and dose savings and safety feature

Integrated Missile Shield - Schedule and dose savings and safety feature

4 low-rpm CRDM Cooling Fans - Longer life / Low Amp Motor - Greater reliability - Reverse current air flow pattern

Personnel access platform - Schedule saving and safety feature

External Ladder- Time saving and safety feature

Permanent, Moveable, Double-door Radiation Shielding - Schedule and dose savings and safety feature-Easy access for inspections and maintenance

Integrated CRDM Cooling Ductwork - Schedule and dose savings and safety feature

Cable Bridges - Personnel access rated

Permanent Tripod - Schedule savings and safety feature

Tripod / Fan Access Ladders-- Easy Access to Lift Eye / Fans

Redesigned, upgraded dome and l-panel insulation- ports for 100% visual inspection and robot access- Schedule and dose savings

Expected 40 hrs outage time savings and 4-6 man-remdose savings. Top Industry Practice Award Winner.

Expected 40 hrs outage time savings and 4Expected 40 hrs outage time savings and 4--6 man6 man--remremdose savings. Top Industry Practice Award Winner.dose savings. Top Industry Practice Award Winner.

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Applying Lessons Learned Continues to Improve Performance

DC Cook 2 (Fall 2007) RVCH and Service Structure Upgrades

37 days vs 38 planned 11.8 person-rem vs 12.5 Second outage project execution much improved

Customer support resources loaded into schedule

Laydown space planning Suppliers were included as part of site team

St. Lucie 2 (Fall 2007) RVCH, Enhanced Service Structure, Steam Generators

79 days versus 66 planned Total RVCHR dose 5.43 REM Controlled document station inside containment with fax and phone saved significant time

Good coordination / information flow from original equipment manufacturer

Pre-assembly / trial fit in the temporary assembly building

CEDM welding tool performed flawlessly used generator versus off-site power (voltage drops previous outage)

24/7 vendor coverage for analytical support

Fabrication and installation of ductwork

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Three dimensional models and precision measurement minimize fit-up risks.

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Pressurizer Replacements Market Status

No additional pressurizer replacements are planned in the US market.

Last AREVA replacement was at Millstone in 2006

Rhingals 4 is planned for 2011 during SGR

Key Lessons Economical for pressurizers with greater than 100 heaters

Civil scope and interference removal just a critical as heavy component scope

Dedicated secondary cranes Proper design of insulation package Foreign material exclusion is a challenge

NDE examination criteria Piping restraints and spring-back

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Pressurizer Replacements

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Waste Disposition continues to be a scope and cost that cannot be overlooked.

Replaced components interim onsite storage facilities

Build and license Low-level waste

Disposal cost Component demolition Logistics of removal from reactor building

Shipping container Contamination bag

Successes Detailed waste removal plans Include in outage schedule Planning between disposal and rigging teams

Transportation logistics Mechanism for release of bag Gasket material

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Conclusions

Every project is different the devil is in the details

Establish a good plan early

Clear communications and alignment of goals between stakeholders is keySecond outages are typically more successfulThe scope is larger than the component replacement

Apply lessons learned

Leverage technology

Precision measurements during early walk-downs3-D modeling Integrated schedules

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Wrap-Up

Goal

Recent successes and lessons learned in Heavy Component Replacements

Agenda

IAEA NP-T-3.2 BackgroundProject OrganizationSteam Generator ReplacementsReactor Vessel Closure Head ReplacementsPressurizer ReplacementsWaste Disposition

Payoff

Share experiences and improve our performanceEn

j o y th e

Co nfe r e

n c e!