Presentation on theme: "Produced by: Performing an Advanced Shutdown: Taking it to the Next Level Dan Sawyer Outage Manager – Ontario Power Generation."— Presentation transcript:
Produced by: Performing an Advanced Shutdown: Taking it to the Next Level Dan Sawyer Outage Manager – Ontario Power Generation
881 Mw (Net) 2650 Mw(th) 15% of Ontarios Supply 2700 Full-time Staff Common Structure 3 Year Outage Cycles Day Duration $80 M Budget 1% FLR >10 M Man-hrs since last LTA D D D D D D D D D D D4 1993
On Complexity…… Dealing with complexity is an inefficient and unnecessary waste of time, attention and mental energy. There is never any justification for things being complex when they could be simple. Edward de Bono
Overlap Makes it Even More Complex ……….
Project Management Components
Project Management 101 What Isnt Measured Isnt Controlled Just Because Youre Measuring Something Doesnt Mean Youre Managing It
10 TRUTHS FOR CRITICAL PATH MANAGEMENT 1.Time is our enemy and he never rests or goes on vacation 2.Bad things happen ……….. so better be prepared 3.Time travel machines do not exist 4.Never take a hit now if you can defer it to later 5.Hide the fat 6.Its riskier to bring a project ahead than have it run late 7.Dont believe everything youre told 8.Control the bow wave before it washes out your outage 9.If you havent got time to do it right, when will you find time to do it over? 10.The die is cast by Day 6
When Bad Things Happen Risk Management Process Minimize impact of discovery work on: safety and outage schedule
Basic Principles Anticipate problems: o Unfavourable results from: 1 st time projects Inspections & tests Infrequently performed work Critical system components Known problem areas Plan for what if scenarios
11 Advance Decision Making Matrix
Strategies for Managing Risk Avoidance De-scope Modifying the activity Additional resources Adding time to the schedule Reduction Add redundancy Order spare parts Outsourcing Additional oversight 12 Acceptance
Risk Assessment Risk = Probability x Consequences Assess each what if scenario against a risk matrix Determine the level of contingency planning required
Risk Response Development Probability Grading 5Medium High 4LowMedium High 3LowMedium High 2Low Medium 1Low Medium Consequence Grading
Use Challenge Reviews Purpose: Challenge and test readiness of each department to execute outage within targets Objective: Awareness of scope, schedule and targets Confirm parts and equipment adequate Understand what could go wrong and contingencies in-place to handle them
Schedule Contingency Management Reserve concept Have contingency for crushing the bow wave Front end load risky activities
Rapid Trending Goal: Early identification & addressing adverse safety conditions or trends 22 areas monitored (ex. Ergonomics, Falling Objects, Hand Safety & Hearing Protection) Daily field observations rate areas as safe or at risk During outage, analyzed for emerging adverse trends As areas fall below targets adverse conditions are reported to Management and corrective actions taken.
Outage Control Center
Outage Control Center (OCC) Communication Center Facilitate Decision Making Status Progress Optimize Coordination & Handoffs Monitor Critical Path & 6 Shift Overview Look Ahead Resolve Emergent Issues / Barriers Provide Direction & Priority
30 Minute Rule Employees are to elevate work delays Every employee should resolve problems themselves but when unable within 30 minutes their line supervisor is contacted Supervisor immediately resolves problem or contacts the Outage Control Center For critical path work, OCC representative is contacted immedi ately 1 Hour Rule Employees must know who has the next activity in the work sequence. FLM of the work group to be contacted at least one hour before task will be finished For critical path work, the OCC and the work group with the next activity "must" be contacted one hour before task is finished.
Outage Control Center
Getting Better Corrective Action Program o Ensures deficiencies that adversely impact plant operations, personnel safety, environment or equipment reliability, are promptly identified and corrected Includes non-conformances, weaknesses with a process, document, or service Captures information at all levels Record cannot be deleted
Corrective Action Plans o Allows learning from mistakes o Prevents repeat occurrences by Evaluating the problem to determine root cause Identifying the solution and actions required Evaluating the effectiveness of corrective action taken
Trending for Outages
Best Practices Information Sharing o Independent Nuclear Power Operators (INPO) est o World Association of Nuclear Operators (WANO) est o CANDU Owners Group (COG) est. 1984
Best Practices Technical Information Exchange Professional and Technical Development Audits Operating Experience
31 March 11, 2011 The Fukushima nuclear facilities were damaged in a magnitude 8.9 earthquake centered offshore of the Sendai region, which contains the capital Tokyo. o Plant designed for magnitude 8.2 earthquake. An 8.9 magnitude quake is 7 times in greater in magnitude. Serious secondary effects followed including a significant tsunami, significant aftershocks and a major fire at a fossil fuel installation. The Fukushima nuclear facilities were damaged in a magnitude 8.9 earthquake centered offshore of the Sendai region, which contains the capital Tokyo. o Plant designed for magnitude 8.2 earthquake. An 8.9 magnitude quake is 7 times in greater in magnitude. Serious secondary effects followed including a significant tsunami, significant aftershocks and a major fire at a fossil fuel installation.
Slide 32 Fukushima Daiichi Unit 1
33 Hydrogen Detonation at Unit 1 Reactor Building Refuel Floor
Safety Human Performance Reliability Value for Money Fukushima Event: O.P.G. Response Synopsis OPG Nuclear Powering our future with operational and project excellence SAMG