Lessons Learned from past NPP Construction Technology ... · PDF fileIAEA International Atomic Energy Agency Lessons Learned from past NPP Construction Technology/Management 19 March

IAEAInternational Atomic Energy Agency

Lessons Learned from past NPP Construction Technology/Management

19 March 2014Ki Sig Kang

Nuclear Power Division

IAEA

Trend in Construction Starts

Rabidly changed the No. of Const. Npps after F-A(16- 4 -7)

In 2013 : 10 units

16 4 72

10

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History of NPP construction

North America

A total number of Npps – not so big change after F-A (65-67-72

65 67 723

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IAEA Reference: IAEA-PRIS

Full history of NPP construction

North America

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Construction Period

• 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 OperationF/C : First concrete pouring

Categories 1970-1995[month]

1996-Now[month]

Median 80 83Minimum 41 47

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UAE Construction


Optimizing Construction Management

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Average Duration for Past NPP Construction 1969 to 1977 in USA

Since 1972, rapidly increase construction periodWhy ??

Source : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476

IAEA Reference: IAEA-PRIS

Full history of NPP construction

North America

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Construction Schedule for Gen III+ NPPs

Site preparation : 12~18 MConstruction : 36~42 MStart-up : 6~ 7 MTotal : 60 M

Source : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476

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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


First Nuclear Power Plant

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Example of Budget Distribution in NPP Construction

24

30612.8

12

4 11.2

Construction Procurement Design & Licensing Interest Increase Fuel Others

Direct cost : Indirect cost = 60 : 40 Unit : %

IAEA Power Plant Engineering Page 14

1000 Mwe Manpower and Duration

• Manpower : 4000/day, more than 60 Months• Preparation : 40% and Implementation : 60%

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Needed Manpower during Construction

Personnel Description

Peak Personnel Average

Single Plant

Craft Labor 1600

Craft Supervision 80

Site Indirect Labor 160

Quality Control Inspectors

40

NSSS Vendor and Subcontractor Staffs

140

EPC Contractor's Managers, Engineers, and Schedulers

100

Owner's O&M Staff 200

Start-Up Personnel 60

Licensing Inspectors 20

Total 2400

Craft DescriptionCraft

Percent(%)

Peak Personnel Average

Single Unit

Boilermakers 4 60

Carpenters 10 160

Electricians/I&C 18 290

Iron Workers 18 290

Insulators 2 30

Labourers 10 160

Masons 2 30

Millwrights 3 50

Operating Engineers

8 130

Painters 2 30

Pipefitters 17 270

Sheet metal Workers

3 50

Teamsters 3 50

Total Construction Labor

100 % 1600* Ref : DOE NP2010 Construction Schedule Evaluation, DE-AT01-020NE23476


Previous Experiences

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KEDO 1&2 (North Korea)

Bataan NPP (Philippines)

Westinghouse 2 Loop 600MWe95% completed.Cancelled following government change.

Started but never completed (internationalpartners pulled out).

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NAPOT Point, MORONG, BATAAN

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

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

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

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In 2003 Photos

Preservation Of Stored Components

Angra 3 Npp in Brazil

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Olkiluoto 3 at the end of April 2009Source: TVO

Core thermal powerNet power outputNet efficiency

4300 MWth1577 MWel37 %

May 2005 : First Concrete for Reactor BuildingMay 2007 : RPV installed, May 2008 : Start Hot Functional TestsAug. 2008 : First Fuel LoadingNov. 2008 : First CriticalityApril 2009 : Start Demo-Run

OL3 construction site in February 2012

IAEA CONFIDENTIAL© Teollisuuden Voima Oyj 25

OL3: 24.4.2013 Commercial operation no earlier than 2015.

SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALENRADIATION AND NUCLEAR SAFETY AUTHORITY

26

8 June, 2010

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.

Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010


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8 June, 2010

Conclusions (2)

• 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 re-manufacturing needs, the quality awareness and pro-activity 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.



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8 June, 2010

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.


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Major Concrete Dismantling and Demolishing Project in Belene - Site Preparation

Dismantling and Demolishing

• Reinforced Concrete 150 298 m3• Steel Structures 8 760 t

• Excavation works 150 923 m3• Planned Duration 18 months

• Mobilization 2 months• D&D 14 months• Demobilization 2 months

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… and 10 months after …

Site opening on 31.07.2008

Major Concrete Dismantling and Demolishing Project in Belene - Site Preparation

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USA NPP Construction Experience

020406080

100120140160180200

St.Lucie

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Palo Verd

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Grand G

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Wolf Cree

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Seabro

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Susqueh

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Summer 1

Byron 1

San O

nofre 2

Waterford

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LaSall

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Comanch

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Perry 1

McGuire

Shoreham

1

Midland 2

Catawba 1

Watts B

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Harris 1

Washington

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Enrico Ferm

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Limeri

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Watts Bar Unit 2 – Delayed NPP

• Completed partially Unit 2. (PWR, 1100 Mwe)

• Unit 2 was about 80% completed, stopped in 1988. • Resumed on

October 15, 2007,• Operation in Oct.

2012(60 M)• $2.5 billion USD

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Watts Bar Cost/Schedule Overruns

• Need additional $1.5 B to $2 B(2.5B $à4~ 4.5 B$)• Completion : Oct. 2012 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

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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


Advanced Construction Methods

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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

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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

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

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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 safety-related systems, structures, and components including in case of the boom/jibs falling down to the SSC.

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Modular Construction

Pros and Cons need to be evaluated based on the job site conditions

Good BadReduce Schedule (If Module is applied to CP)Reduce Field Work and Leveled On-site ManpowerIncrease Productivity and Quality under Factory EnvironmentMore Safely and efficiently at Ground Level WorkReusability of PPM Engineering to the Nth Plants

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

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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.

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Automatic Welding Machine

Automatic Welding Machine for RCCV Liner

Automatic Welding for Large Bore Piping

Automatic Welding for Small Bore Piping (CRD piping)

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Technology of reinforcing of the base and ceiling slabs

Slab reinforcing technology developed by CNIITMASH (in cooperation with BAMTEC) includes:

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• 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.

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Small Bore piping bending

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Manhour Reduction with Early EngineeringPast

Design Start

Detailed engineering completed before construction start

Construction Start CO

Design/Engineering

Construction

Reduced Site Manpower to 40％

CurrentDesign Start Design Freeze

Design/Engineering

Construction

Early finish of Engineering

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Front-Loaded Construction Engineering

Basic DesignDetailed Design

ConstructionConstruction Engineering

Previous Design Process

Front-Loaded Construction EngineeringBasic Design

Detailed DesignConstruction

Construction Engineering

Requirements from Construction Engineering Inputs from Plant Design

(BOQ, Composite Design, etc.)

Source : From Hitachi construction experiences


IAEA Activities on Construction

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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

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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

IAEA

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

IAEA

Construction Readiness Review Guidelines

1. Project Management Review2. Engineering Readiness3. Procurement / Material / Supply Chain

Readiness4. Quality Management and Records

Programme Review5. Human Resources & Training Review6. Construction Readiness Review7. Construction Installation Completion

Assurance/ System Handover8. Targeted Area Review (including Project

Delays and Corrective Actions)9. Technical Visits

IAEA 53

NPP Owner/Operator Establishment

Decision to go nuclear

Contract signed

Pre-bidding Bidding and evaluation

Negotiations

Financial infra.

Promotion of national participation

Educational infrastructure

Insurance infra.

Legal infra.

OWNER ESTABLISHED

Regulatory body

COD

Site develop-ment

Construction

Erection

Start of construction

First reinforced concrete

Start of constr’n of RB interior

End of containment pressure test

End of primary loop pressure test

Start of first hot trial run

First criticality

Start of trial operation

Handover

Year -1-3-4-5-6 -2 1 3 4 5 620

Planning Project Implementation (Pre-project) Project Implementation (Execution)

Commissioning

Stage 1 ConstructionPreparation

Stage 2Construction Execution.


Lessons Learned

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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

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Challenges for GEN 3 + Reactor on Quality Management • China Sanmen project case

• RCP impeller : Irregularities welded without documentations

• Squib Valve : Manufacturer used components and sub-contractor without Equipment Qualification

• QA programme need to be reinforced after decades of inactivity

• Ineffective QA surveillance to the sub-contractors

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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

IAEA

• 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

PastDesign Start

Construction Start CO

Design/Engineering

Construction

CurrentDesign Start Design Freeze

Design/Engineering

Construction

Early finish of Engineering

Lessons Learned (Design)

• Challenges from design changes • Design standards and Material Substitution Management• Localization and technical transfer

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Challenges for GEN 3 + Reactor on Design and Engineering

• 18000 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 off-shore team

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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: 21×14×21M Weight: 850T

IAEAA World of Solutions 6103P082013MProprietary & Confidential

• Early Initiation of Site-Specific Engineering/ Construction Planning

• Implement Regulatory Training - Understanding the process before construction

• Human Capital Development• Skilled craft training and certification programs off-

site• Professional training

Key Lessons Learned - Strategic Subject Areas

IAEA

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)

• IAEA Power Reactor Information System (PRIS), Vienna (2013)• Photos : Barakah, Sanmen, Vogtle, VC summer, Taishan, Atucha II,

Angra III, Okiluoto III, Belene

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When we find an IcebergIf we simply see the Surface…

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We could be in a Big Problem

When we find an Iceberg

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


IAEA Construction Readiness Review Service

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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 2013. Service available now.

IAEA

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

IAEA

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?

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Government Strong Support from Top Management

Documents

Lessons Learned from past NPP Construction Technology ... · PDF fileIAEA International Atomic Energy Agency Lessons Learned from past NPP Construction Technology/Management 19 March