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
IAEA
History of NPP construction
North America
A total number of Npps – not so big change after F-A (65-67-72
65 67 723
72
IAEA Reference: IAEA-PRIS
Full history of NPP construction
North America
IAEA
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
IAEA
UAE Construction
IAEAInternational Atomic Energy Agency
Optimizing Construction Management
IAEA
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
IAEA
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
IAEA
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
IAEAInternational Atomic Energy Agency
First Nuclear Power Plant
IAEA
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
IAEAInternational Atomic Energy Agency
Previous Experiences
IAEA
KEDO 1&2 (North Korea)
Bataan NPP (Philippines)
Westinghouse 2 Loop 600MWe95% completed.Cancelled following government change.
Started but never completed (internationalpartners pulled out).
IAEA
NAPOT Point, MORONG, BATAAN
IAEA
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
IAEA 3/20/2014 22
Angra 3 Npp in Brazil
IAEA
Angra 3 Npp in Brazil
IAEA
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
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALENRADIATION AND NUCLEAR SAFETY AUTHORITY
27
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.
Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALENRADIATION AND NUCLEAR SAFETY AUTHORITY
28
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.
Experiences from construction of Olkiluoto 3 plant, Jukka Laaksonen, DG, 8 June 2010
IAEA
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
IAEA
… and 10 months after …
Site opening on 31.07.2008
Major Concrete Dismantling and Demolishing Project in Belene - Site Preparation
IAEA
USA NPP Construction Experience
020406080
100120140160180200
St.Lucie
2
Palo Verd
e 1
Grand G
ulf 1
Wolf Cree
k 1
Seabro
ok 1
Susqueh
hanna
Summer 1
Byron 1
San O
nofre 2
Waterford
3
LaSall
e
Comanch
e Peak 1
Perry 1
McGuire
Shoreham
1
Midland 2
Catawba 1
Watts B
ar 1
Harris 1
Washington
Nuclea
r 2
Enrico Ferm
i 2
Limeri
ck 1
IAEA
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
IAEA
IAEA
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
IAEA
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
IAEAInternational Atomic Energy Agency
Advanced Construction Methods
IAEA
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
IAEA
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.
IAEA
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.
IAEA
Automatic Welding Machine
Automatic Welding Machine for RCCV Liner
Automatic Welding for Large Bore Piping
Automatic Welding for Small Bore Piping (CRD piping)
IAEA
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.
IAEA
Small Bore piping bending
IAEA
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
IAEA
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
IAEAInternational Atomic Energy Agency
IAEA Activities on Construction
IAEA
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
IAEA
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.
IAEAInternational Atomic Energy Agency
Lessons Learned
IAEA
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
IAEA
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
IAEA
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
IAEA
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
IAEA
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
IAEA
When we find an IcebergIf we simply see the Surface…
IAEA
We could be in a Big Problem
When we find an Iceberg
IAEA
Once mounted on a tiger’s back, it is hard to control him
IAEAInternational Atomic Energy Agency
IAEA Construction Readiness Review Service
IAEA
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