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Projectizing an Operating Nuclear Facility November 11, 2009 Kim Hauer Director of Strategic Programs Savannah River Remediation LLC URS Washington Division.

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Presentation on theme: "Projectizing an Operating Nuclear Facility November 11, 2009 Kim Hauer Director of Strategic Programs Savannah River Remediation LLC URS Washington Division."— Presentation transcript:

1 Projectizing an Operating Nuclear Facility November 11, 2009 Kim Hauer Director of Strategic Programs Savannah River Remediation LLC URS Washington Division SRR-LWP

2 2   Savannah River Site, located in South Carolina, was constructed in the early 1950s Built to provide strategic materials for U.S. Department of Defense 310 square miles of federally protected land Produced nuclear material for national defense, research, medical and space programs Dispositioning legacy waste generated from nuclear operations   Savannah River Remediation, a subsidiary of the URS Corporation, has managed liquid waste operations at the Savannah River Site since July 1, 2009 Savannah River Site

3 3  SRR program FY09 operating budget is $552 million  Liquid Waste program completion cost is $20.4 billion  Technical and Programmatic Risk Assessment contingency of $6.0 billion  SRR program completion date of 2032  1,786 employees  5 major operating facilities  More than 15 active projects  Sole customer: U.S. Department of Energy  Multiple stakeholders Radioactive waste stored in SRS tanks poses the single greatest environmental risk in the State of South Carolina Savannah River Remediation

4 4   Establish a “zero injury” expectation   Implement safety programs Behavior-Based Safety (BBS) Voluntary Protection Program (VPP) Human Performance Improvement (HPI) Time Out Take 5 for Safety   Monitor employee performance   Reward safety excellence A Safe Project Culture

5 5 Cases Per 200,000 Hours Two Legacy of Stars Awards Eight VPP “Star of Excellence” Awards One Superior Star Award   2,500 times each year employees are exposed to electrical hazards   250,000 times each year employees are exposed to radiological hazards   200 million gallons of liquid radioactive waste is transferred annually by employees SRR begins 7/1/09 Working Safely

6 6 SRR Commitments HLW Tank Cleaning LLW (Salt Stone) Salt Separation (ARP/MCU) HLW Sludge Waste Removal DWPF Canister Production HLW Sludge feed preparation HLW Tank Closure Salt Removal and Separation (ARP/MCU) 22 Waste Tanks Closed in 8 Years !!! Triple quantity of HLW removed Double Sludge preparation rate and Sludge Feed quantity HLW Evaporators Double canisters produced per year Double Salt preparation and Salt processing rates

7 7   Pendulum-like budget swings $30-50 million annual budget swings   Multiple regulators Five regulators, all with differing expectations   Environmental risk Single largest environmental risk in the southeastern United States   Degrading equipment and infrastructure Over 50-year-old equipment and plant infrastructure   Competitive market Ultra-competitive business market with an aging workforce   Highly political environment Highly intense political environment subject to stakeholder and media scrutiny Program Challenges

8 8 Long Range Mid Range Short Range Emergent Risks Facility Execution Tank Closure Sequencing Plan Salt Sequencing Plan Life-Cycle Liquid Waste Disposition System Plan (LLWD) (End-of- Program) DOE & Site Strategic Plans Project Execution Plan Risk Management Plan (RMP) Disposition Processing Plan (DPP) (5-7 years) Project Risk Assessments Emergent Opportunities LW Strategy Emergent Risks Emergent Opportunities Facility P3 Schedules Facility P3 Schedules Facility P6™ Schedules Weekly Evaporator Operating Plans Key Assumptions Sludge Batch Plan DWPF Recycle Management Plan Effluent Treatment Project Plan Technology Development Documents joint objectives of DOE, SCDHEC, GNAC 1. 1.Continue to store waste safely 2. 2.Meet FFA commitments for Tank Closures 3. 3.Support SWPF startup at rated capacity 4. 4.Sustain Vitrification at DWPF 5. 5.Treat organics and return Tank 48 to service 6. 6.Minimize curies disposed at Saltstone Defines curie limits for waste to Saltstone from DDA, ARP/MCU, and SWPF

9 9 Long Range Mid Range Short Range Emergent Risks Facility Execution Tank Closure Sequencing Plan Salt Sequencing Plan Life-Cycle Liquid Waste Disposition System Plan (LLWD) (End-of- Program) DOE & Site Strategic Plans Project Execution Plan Risk Management Plan (RMP) Disposition Processing Plan (DPP) (5-7 years) Project Risk Assessments Emergent Opportunities LW Strategy Emergent Risks Emergent Opportunities Facility P3 Schedules Facility P3 Schedules Facility P6™ Schedules Weekly Evaporator Operating Plans Key Assumptions Sludge Batch Plan DWPF Recycle Management Plan Effluent Treatment Project Plan Technology Development Documents jointly developed key inputs and assumptions for plan development such as: 1. 1.SWPF Startup date 2. 2.SWPF processing rate 3. 3.Federal Repository startup date and shipping rates 4. 4.Canister fissile loading limitations 5. 5.H-Canyon processing plan 6. 6.Frequency of melter replacement 7. 7.Schedule duration for Tank Closure documentation 8. 8.DWPF canister waste loading and production rate 9. 9.ARP/MCU processing rate Tank 48 return to general service date

10 10 Long Range Mid Range Short Range Emergent Risks Facility Execution Tank Closure Sequencing Plan Salt Sequencing Plan Life-Cycle Liquid Waste Disposition System Plan (LLWD) (End-of- Program) DOE & Site Strategic Plans Project Execution Plan Risk Management Plan (RMP) Disposition Processing Plan (DPP) (5-7 years) Project Risk Assessments Emergent Opportunities LW Strategy Emergent Risks Emergent Opportunities Facility P3 Schedules Facility P3 Schedules Facility P6™ Schedules Weekly Evaporator Operating Plans Key Assumptions Sludge Batch Plan DWPF Recycle Management Plan Effluent Treatment Project Plan Technology Development

11 11 Long Range Mid Range Short Range Emergent Risks Facility Execution Tank Closure Sequencing Plan Salt Sequencing Plan Life-Cycle Liquid Waste Disposition System Plan (LLWD) (End-of- Program) DOE & Site Strategic Plans Project Execution Plan Risk Management Plan (RMP) Disposition Processing Plan (DPP) (5-7 years) Project Risk Assessments Emergent Opportunities LW Strategy Emergent Risks Emergent Opportunities Facility P3 Schedules Facility P3 Schedules Facility P6™ Schedules Weekly Evaporator Operating Plans Key Assumptions Sludge Batch Plan DWPF Recycle Management Plan Effluent Treatment Project Plan Technology Development

12 12 Legend: SWPF: Salt Waste Processing Facility; DWPF: Defense Waste Processing Facility Federal Repository Tank Closure High-Capacity Salt Processing Sludge Processing Waste Processing: Future Saltstone SWPF DWPF Tank Farms High Volume Low Activity Stream Low Volume High Activity

13 13 The first salt waste processing facility within the Department of Energy began operations at SRS in April Use existing facilities to demonstrate the salt flowsheet - - Enable vitrification and tank closure while SWPF is build and commissioned - - Reduce SWPF risk through application of ISDP operating experience Interim Solution Interim Salt Disposition Project (ISDP):

14 14 Legend: MCU: Modular Cesium Removal Unit; ARP: Actinide Removal Process; DWPF: Defense Waste Processing Facility Federal Repository Tank Closure MCU Interim Salt Processing Sludge Processing Waste Processing: Now Tank Farms Saltstone ARP DWPF High Volume Low Activity Stream Low Volume High Activity

15 15 Jan 2005 Nov / Dec Aug 2004 Site Selected Start D&R Mission Timeline Foundation Site Excavation Jan 2004 DOE Directs New Technology Shielding Structure Setting Key Equipment Fabrication / Testing Saltstone Mods Complete Transfer Lines 96H Cell D&R Tank 50 Mods

16 16 Management Self Assessment Ready For Hot Operations Mission Timeline Dec 2007 Apr 2008 Initiate Hot Operations Jul 2007 Cold Runs Complete Sep 2007 Radiological Ops Initiated Feb /Mar 2007 Start Up Complete Mar 2008 Jan / Mar 2008 Operational Readiness Reviews CRC / Simulator Complete

17 17 Interim Salt Disposition   $150 million nuclear facility operations project   Prodigious scope (three separate subprojects integrated into one operating project)   Implemented first-of-a-kind in the world technology   Strong relationship with regulators   Stellar safety performance of 3 consecutive years and 1.1 million manhours with only one minor first aid case   Project completed under budget and 12 months ahead of schedule (Cost Performance Index of 1.10)   Construction Team of the Year Award earned for successful completion of MCU; several WSRC President’s Awards earned by employees for their contribution to integrated project’s design, construction and testing activities   Safely operated the process though hundreds of hours of operations with real waste   Providing valuable lessons learned information for SWPF Two of the subprojects, the Modular Caustic Side Solvent Extraction Unit [MCU] (above) and the Actinide Removal Process [ARP] (left), enable salt waste to be processed to support tank closure commitments

18 18  Maintain safety priority and focus throughout all phases of a project.  “Design to Build, Build to Test, Test to Assess, Assess to Operate”  Include early involvement / integration of critical groups and SME’s in projects and at subcontractors facility:  Safety, RCO, IH, Ops, Maintenance, Engineering, Procedures, Training, Testing….  Provides early identification of issues  Constructability reviews  Bi-weekly DA/Engineering and Construction Interface meetings  Extensive use of 3D model and IPIC’s Technology (design phase through operational phase) significantly improves safety/ALARA and reduces risk  Closely monitor flow-down of quality requirements to sub-tier suppliers. Lessons Learned

19 19 Lessons Learned  Use of a process simulator provides increased proficiency, testing and safety benefits  Use of a “War Room” concept to manage start-up through hot operations activities enables prompt response and priority to safety  Use of a “Management Control Plan” defines the management oversight expectations and controls to be used to ensure safe and effective start-up and operations emphasis on five strategic areas:  Equipment operability, Operator knowledge and performance, Procedure viability, Management oversight, Final management review and authorization.

20 20 Take-Aways Achieve organizational alignment through project management discipline Set, communicate, and consistently reinforce common core behavioral expectations Identify and exploit opportunities to achieve early programme progress


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