rolls-royce inventory pooling meeting · ... inpo bob leone, ... –updated guidance may adopt the...
TRANSCRIPT
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Marc H. Tannenbaum
Technical Leader, EPRI
RAPID
Clearwater Beach, Florida
May16, 2016
EPRI Update
2
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Critical Spares Project is building on 1019162
Some sites have implemented critical spares
programs
– A few efforts are mature
A 2015 survey showed the number of critical
spares for 1 unit varied from 29 to almost 19,000
Benchmarking to identify
– Lessons learned
– Challenges encountered during implementation
– How scope of the program was established
– How the process can be improved
Guidance is being coordinated with INPOs Parts
Quality and Availability work
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Participants
Dave Burdick, AEP
Anne Edgely, APS
Dave Metcalf, APS
Franklin Fite, Duke Energy
Greg Sponholtz, Energy Northwest
Laura Farrell, Exelon
Doug Kinsman, INPO
Bob Leone, NextEra Energy
George Shampy, Rolls-Royce
Nick Zwiryk, Rolls-Royce
Scott Stewart, Southern Nuclear
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
EPRI Critical Spares Implementation and Lessons Learned – Early Results
Critical spares may be thought of as “insurance”– The amount of risk that is acceptable should be determined and accepted by
the organization
– Flexibility is required
EPRI 1019162 provided flexibility by adopting an early industry definition of
critical spare that was subjective
– Updated guidance may adopt the AP-913 definitions – but, AP-913 definitions
are being revised based on Nuclear Promise Component Cluster Team work
Facilitates consistent “screening criteria” to identify critical spares
Flexibility will be found in how the critical spares program is applied
– Review all identified critical spares
– Determine which will be readily available (and the method for doing so)
– Determine what activities will be implemented to assure the available
critical spare will function as intended
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
EPRI Critical Spares Implementation and Lessons Learned – Early Results
“Tiers”(priorities) for critical spares programs can be based
on AP-913 definitions:– Single Point Vulnerability
– Critical
– Non-critical / Run to failure
Two key aspects to the critical spares program– Ensuring availability of critical spares
– Ensuring reliability of critical spares
Boundaries and extent of program implementation is decided
by executive / senior-level management– Tiers included
– Measures to ensure availability and reliability
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
EPRI Critical Spares Implementation and Lessons Learned – Early Results
Process enhancements
Availability Options– Maintain items in inventory - Vendor stocking
– Available within 24 hours - Supplier managed inventory
– Pooled/shared inventory
Reliability Options (Ensure the spare will function)– Enhanced testing prior to acceptance - Enhanced design/purchase spec’s
– Source verification / oversight - Trending failures / causal analysis
– Enhanced purchase specifications
Regular Activities– Storage
– In-storage maintenance
– Bench-testing prior to installation
– Control Issue and use (only critical applications)
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
EPRI Critical Spares Implementation and Lessons Learned – Early Results
Critical spares may include– Component-level items
– Part-level items
– Consumables
There are instances where a “screened-in” critical spare
might not be considered a critical spare . . . – When it is a part and the component is stocked as a critical spare
Basis should be documented
Once selected as a critical spare:– Decide if making it available is the right thing to do
– Document the decision, and if applicable,
– Put a plan in place for making the spare readily available
Track implementation of the plan
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
What is a critical spare?
Critical spare – A spare large asset, component, or piece part that when installed
supports an important function and failure would result in a critical component
failure as defined in AP-913. See Appendix A for AP-913 excerpts and critical
component criteria.
or
A spare large asset, component, or piece part needed to return critical
components, as defined in AP-913, to service following anticipated wear or aging.
See Appendix A for AP-913 excerpts and critical component criteria.
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Three-tiered approach to Critical Spares (Draft)
Tier 1 - Single Point
Vulnerability Spares
Spares are considered Tier 1 – Single
Point Vulnerabilities if an in-service
failure of the asset, component, or
piece part directly results in a reactor or
turbine trip.
Tier 2 – Critical Spares
Unplanned power reduction
– reactor or turbine trip/scram
– unplanned manual shutdown
– unplanned power reduction > 5%
– significant power transient > 10%,
Unplanned shutdown LCO < 72 hours
Loss of a critical safety function:
– core, RCS, or SFP heat removal
– RCS inventory or pressure control
– containment isolation, temperature, pressure
– reactivity control
– vital AC electrical power
ESFAS actuation:
– Equipment failure that directly results in an unplanned
actuation of the engineered safety features actuation
system (that results in or should have resulted in flow into
RCS or a containment isolation signal).
Maintenance Rule functional failure (high-safety-significant or
risk-significant ONLY)
Reactor/turbine half scram (BWR) or partial trip (PWR) [partial
trip/half scram coincidence made up]
MSPI monitored component failure
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Three-tiered approach to Critical Spares (Draft)
Tier 3 - Noncritical Component
Unplanned power reductions > 2% and up
to 5% OR power transients > 2% up to 10%
Maintenance Rule functional failure of a
non-risk-significant function
unplanned shutdown LCO > 72 hours
loss of a 100% redundant feature which
increases nuclear safety or generation risk
regulatory (for example, license renewal,
insurance noncompliance, NERC,
FERC, fire protection)
determined to be more cost effective to
maintain than to allow failure
emergency preparedness equipment
emergency response equipment
refueling equipment
Tier 3 - Run-to-Maintenance Component
Those components that do not fall into one of
categories above. A run-to-maintenance
component is one for which the risks and
consequences of failure are acceptable
without any predictive or repetitive
maintenance being performed and there is
not a simple, cost effective method to extend
the useful life of the component. The
component should be run until corrective
maintenance is required
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Very preliminary “Best Practices” from a work in process
Tier 1 - Single Point Vulnerability
Spares
Develop purchasing specifications with adequate
detail to describe important performance
characteristics and associated design/operating
margins availability
Enhanced procurement/ refurbishment process
including oversight of manufacturing activities
when appropriate.
Perform enhanced receipt inspections that
provide assurance the spare can perform it’s
critical function.
Ensure age-related degradation is managed
through controls such as shelf life program or PM’s
Ensure storage and handling requirements are in
accordance with applicable standards and
guidance (ANSI, NQA-1, EPRI, etc.)
Perform detailed part failure cause investigations
following failures
Stocking strategy – In stock or readily available
Tier 2 – Critical Spares
Develop purchasing specifications with adequate detail to describe important performance characteristics.
Consider enhanced procurement/ refurbishment
process including source inspections.
Consider pre-receipt test – prove critical function/
indication of service life.
Perform enhanced receipt inspections that are more
thorough than commercial procurements.
Ensure age related degradation is managed
through either a shelf life program or PM’s
Ensure storage and handling requirements are in
accordance with ANSI/EPRI standards
Perform detailed part failure cause investigations
following failures
Stocking strategy – In stock or readily available
Included in availability performance indicators
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Very Preliminary “Best Practices”
Tier 3 - Noncritical Spares and Run-to-
Maintenance Spares
For these Tier 3 parts the following actions are
recommended to enhance part quality and
availability:
Age related degradation managed – Shelf life
or PMs
Standard Purchasing Specification
Commercial Receipt or SR receipt
Stocking Strategy –Work Management need
Failure Investigation – Condition Report
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Tweaking the Critical Spares Process
Analysis to ID
Typical
Failures
4
Equip. Type
EngTechnical Staff
EPRI PM Basis DBFMEA
ID PM & CM
Philosophy
and Tasks
5
AwarenessDatabasel
MaintenanceSystem EngineeringEquipment Reliability
DocumentedPoliciesPM Program
A
Basis/
Focus for
Maintenance
Abbreviations
DB = Database
Eng = Engineering
Equip = Equipment
ER = Equipment Reliability
FMEA = Failure Modes and Effects Analysis
PM = Preventive Maintenance
Group In-
Scope
Equipment by
Type, etc.2
Data
Program Owner
Equipment ListEquipment Types
Identify Critical
Spares
Program
Scope 1
AwarenessResources
Senior StaffAP 913“At risk” IItems
Equip.
Type
Included
Equipment
Maintenance Tasks
and Intervals
Feedback
Prioritize
Equipment
Types &
Groups3
Data
Program OwnerER Group
System HealthOperational Experience
Prioritization
Plan
Prioritized ListObsolescence
Program
A
.
..
B
Executive /
Management
Tolerance for
Risk
Use AP-913
definitions (being
reconsidered now)
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Tweaking the Critical Spares Process
Update BOM
for each MMN
& Flag Crit.
Spares9
ResourcesAwareness
TecnnicialNew Stock CodesBOM Database
Updated
BOMs
Identify MMNs
for each Equip.
Type
8
Incomplete Data
PlannerTechnician
Equip List by MMN BOM
Is
ID’d
ID Quantities
Required to
Support PM &
CM Activity10
ResourcesAwareness
TechnicianInventory
Reorder Policy
New
Stocking
Parameters
Abbreviations
BOM = Bill of Material
CM = Corrective Maintenance
Equip = Equipment
Est = Estimate
ID’d Identified
MMN = Make & Model Number
PM = Preventive Maintenance
Identify Spares
Required to
Support PM,
CM7
SponsorshipBuy-in
PlannerTechnicianSystem Eng
New Stock Items List
of
Spares
Tactical Input
(T-week)
B
.
..
Modification
Input
C
.
..
C
D
Maintenance
Review and
Feedback
6
Resources
MaintenanceFeedback Mechanism
A
Feedback
List
of
Spares
BDocument basis
for critical spare
that will not be
stocked
Determine critical
spares that will be
available
15
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Tweaking the Critical Spares Process
C
Initiate
Procurement
15
Demand
BuyersProcurement SystemCapable Supplier
Develop
Sourcing
Strategy
14
ResourcesUsage Data
Supply ChainBuyers
Documented Guidance
Method
Of
Supply
Review &
Approval of
Expense
12
BudgetInv. Value Caps
InventoryFinancial
Pre-set LimitsIn-Line Review
App’d
Estimate
RejectedD
Item
Received
& Stocked
Develop
Enhanced
Accept. Req’ts
13
ResourcesInv System
Proc. EngInspection & Test CapabilitiesEquipment ExperienceReceipt Inspection Requirements
Req’ts
In
Info
System
E
Abbreviations
App’d = Approved
Info = Information
Inv = Inventory
KPI’s = Key Performance Indicators
Proc Eng = Procurement Engineer
Req’ts = Requirements
Update
Technical/QA
Requirements
D
.
..
Develop Cost
Estimate for
Inventory
Increase11
ResourcesAwareness
TechnicianPriceQuantity Cost
Estimate Understand and
approve
associated costs
16
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Tweaking the Critical Spares Process
Monitor
Performance
16
Data IntegrityTools
Resources
Program OwnerInfo Tech
KPI’sCorrective Action Cost Avoidance Report
Corrective
Action
Program
E
Continuous
Improvement
17
SponsorshipResources
Prog. OwnerBusiness CaseTrack & Trend net cost
Implement
Improvements
(Steps 1-15)
18
Cost
Resources
Program Owner
Abbreviations
KPI = Key Performance Indicator
Prog = Program
E
Monitor
Performance
16
Corrective
Action
Program
E
Continuous
Improvement
17
Implement
Improvements
(Steps 1-15)
18
17
© 2016 Electric Power Research Institute, Inc. All rights reserved.
Diablo Canyon Critical Spares Metrics
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© 2016 Electric Power Research Institute, Inc. All rights reserved.
Diablo Canyon Critical Spares Metrics
FLOCS = Functional Location of Critical Spare / Equipment ID
19
© 2016 Electric Power Research Institute, Inc. All rights reserved.
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