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TRANSCRIPT
Vince Gilbert
Chief Knowledge Officer
December 9, 2010
Nuclear Industry Support System
Objectives Background for nuclear industry support
Overview Unique Nuclear Industry Support features
back
Highlight major nuclear organizations
Describe Communities of Practice
Explain Special Issue Groups
Describe overall integration
2
Background
Quick History
Atomic Energy Act 1946 and 1954 – “Atoms for Peace”
US NRC – Created in 1975 and US DOE – Created in 1977 so that nuclear
regulation and advocacy resided in two separate organizations
Commercial building programs 1960s-1970s
1979 TMI-2 Accident- /Construction halted/INPO Created
Incorporation of TMI Lessons Learned about 1984-1990
1994- Nuclear Energy Institute
Consolidated several nuclear associations
Members are companies related to energy production
Integrated industry program of performance improvement driven by
Deregulation of Electricity Sales
2000-EPRI Consolidated Nuclear Office functions
1998 - Approach to working with the regulatory agencies became much more Risk-
Informed and Performance Based with new “Regulatory Oversight Process”
Ongoing Role of Codes and Standards as Regulations “Incorporated by Reference”
Davis-Besse Reactor Corrosion Event 2001- Regulatory changes resulted in
oversight of “Nuclear Safety Culture”
“Nuclear Renaissance” – 2005 + /SMRs 2009 +
3
Nuclear Energy Institute
Industry Trade Association - Washington, DC
Leads in areas of Political Action and Lobbying,
National Policy, Economic Value, Branding and
Communications, Regulatory Reform and Fuel Cycle
Members are nuclear Utilities, Suppliers, Universities
Board is composed of Member CEOs; Strategic Issues
managed by Member CNOs
Graded approach to membership based on nuclear
generation capacity or annual nuclear revenue
http://www.nei.org - has both a Public and Members
Only Login 4
Operating Plants Support-NEI Products
Nuclear Energy Overview (Weekly)
Regulatory Reform Support and project Reports/NEI
Guidelines for Implementation of new Regulations
Fuel Cycle and Waste Disposal
Publications, Videos, Reports
Public Opinion Survey Results
Communications and Branding Tool Kits
Knowledge Transfer and Retention Program
Nuclear Plant Economic Benefit Reports
http://www.nei.org/financialcenter/economic_benefits_studies/
5
New Nuclear Plants Support
Large Plants Working Group and Task Forces
SMRs Task Force
Nuclear Supplier Capacity Development
Economic Value Model and Studies
Workforce Planning Models
Standard Nuclear Curriculum and University Partnership
support (along with INPO)
6
Typical Pathway to Nuclear Growth
Nuclear Medicine/Support to nuclear supply chain
University and Community College Nuclear Programs
and Utility Partnerships
Research Reactor at University
Simulator/Begin build out of supply chain
First Nuclear Plant/Owner Consortia
Multiple Reactor experience/multiple utilities
Additional Fuel Cycle support
7
Jobs-Jobs-Jobs
8
Nuclear Power Plants Provide More Jobs
Than Other Sources of Electricity
(operations jobs per 1,000 megawatts of generating capacity)
Nuclear 500
Coal 220
Natural gas 60
Wind 90
Nuclear jobs are high paying technical, professional and skilled trades-
based and they become embedded into the local, state and regional
economy where the plant is located.
Source: Ventyx and U.S. Department of Energy (numbers are averages)
Comparison of Life-Cycle Emissions Tons of Carbon Dioxide Equivalent per Gigawatt-Hour
1,041
622
46 39 18 17 15 14
Coal Natural Gas Biomass Solar PV Hydro Nuclear Geothermal Wind
Source: "Life-Cycle Assessment of Electricity Generation Systems and Applications for Climate Change Policy Analysis," Paul J.
Meier, University of Wisconsin-Madison, August 2002.
Center for Energy Workforce Development All Energy Workforce Development Consortia
Leadership-Washington, DC
National Association Members
American Gas Association
Edison Electric Institute
National Rural Electric Cooperative Association
Nuclear Energy Institute
Regional Association Members
Midwest Energy Association
Northwest Public Power Association
Corporate members are companies related to
energy production
10
Center for Energy Workforce Development Supports Energy Education Capacity Building and
Workforce Development action at the State level
(Currently there are 22 state-based, utility-led consortia
supported by CEWD)
Seeks Grants and makes plans how to effectively
implement grants and otherwise improve state-by-state
efficiency in deployment of energy projects
http://www.cewd.org
11
Institute of Nuclear Power Operations Former after the Three Mile Island Accident, INPO is a “Quasi-Regulator”
responsible for US Nuclear Industry Performance Monitoring, Event Analysis,
Nuclear Licensee Training Accreditation as well as several other training and
data analysis/retention and management evaluation and development functions.
INPO is charged with establishing and maintaining “Regulatory Margin” by
fostering Performance Excellence beyond regulatory requirements
INPO performs Plant Evaluations, Plant Assist Visits and Training
Accreditation in the field
Atlanta, GA
Employee base is about 2/3 INPO staff along with about 1/3 Loaned Employees
from member companies
Members are utilities and large suppliers
http://www.inpo.org (Members Only)
INPO “Sharing Principle” by member CEOs enables rapid identification and
correction of problems as well as industry-wide implementation of Best
Practices
12
INPO Products
INPO Performance Objectives and Criteria as basis for
plant evaluations
INPO Guidelines for conduct of plant business across
wide array of categories
Technical Resources and Reports for Operations,
Maintenance, Engineering, Training, Radiation
Protection, Chemistry and other plant functions
Event Analysis and reporting
Atlanta training courses for new supervisors and
managers
Extensive online training programs (NANTEL Network)
Other extensive Web resources 13
Regulatory Basis for Accreditation
Nuclear Training Programs are accredited by an
independent Board just as in the case of Colleges
and Universities
NRC endorses this INPO-managed accreditation
program
Accreditation is a means for compliance with
federal regulations
NRC monitors the accreditation process but does
not participate
14
What Training is included?
Operations:
Non-licensed operator (NLO)
Reactor Operator (RO)
Senior Reactor Operator (SRO)
Continuing training for licensed personnel
Shift Manager (SM)
Shift Technical Advisor (STA)
Maintenance & Technical:
Mechanical maintenance & supervisor
Electrical maintenance & supervisor
Instrumentation & Control & supervisor
Radiological Protection (RP)
Chemistry Technician (CY)
Engineering support personnel (ESP)
15
Electric Power Research Institute
Provides shared Research and Development and
common tools and Techniques across the electric
industry – Palo Alto, CA
Nuclear Division operates in Charlotte, NC
Many of the participating leaders come from
Engineering staffs of nuclear plants
Some services come as a standard benefit of membership
and other projects are developed by specific groups of
utilities
http://www.epriweb.com (Members only)
16
EPRI Products
Technical reports and strategic studies
Life Extension
Erosion/Corrosion
Risk Management Risk Tools
Online risk tools
Outage risk tools
Preventive Maintenance Basis Data
Component Failure data histories
Component-based Maintenance
Training
Special Issue Groups for specific component types
Special tooling 17
Electric Utility Cost Group
An independent Non-Profit Corporation composed of utility
member companies (100% nuclear membership)
Phoenix, AZ
Cost and Performance Measures collection and analysis tools
Fossil, T&D, Corporate IT, Hydro and Nuclear Committees
governed by a common/member-elected Board of Directors
Each Committee operates independently for data collection and
other services
EUCG Nuclear Committee collects operating costs of prior year as
well as a standard staffing levels and performance measure
measures
More details later this afternoon
http://www.eucg.org (Member and Public Page) 18
19
Nuclear Knowledge Management
The Nuclear Industry owner/operators and regulators have robust knowledge management programs in place now
Specific support groups have ownership for knowledge components and utility executives determine what types of knowledge are appropriate and which organization has the lead
Communities of Practice provide process consensus guidance in many key areas
A high degree of sharing helps drive the optimization process (practices, cost data and performance data are shared)
New issues may be addressed at any time by the collective collaboration of all Chief Nuclear Officers
Ongoing challenges require ongoing improvements to sustain and improve the business.
20
CoP’s Purpose
To form a peer group of leaders/owners within the nuclear
power generating industry that enables:
Information Sharing
Group Benchmarking
Shared Experiences
Inter-company Project Coordination
Technical Information Exchange
Structured CoP Interactions & Coordination
In some cases membership extends to a broader group
such as Examples US DOE (CM) and Global Fire
Protection Professionals (FP CoP)
What is a Community of Practice?
21
Definition of a CoP
An industry peer group of experts in a business process as defined
in NEI's Standard Nuclear Performance Model Rev 4.
Serve as the “owner” of a particular process or sub-process within
the SNPM such that the scope of and interfaces to CoP are readily
determined based on how the SNPM is constructed
Manage the solution of business process issues for the industry in
that area
Each CoP is based upon a Charter subscribing to these guidelines
and any others sponsored by the group
Meeting frequency is determined by peer consensus and collective
resources available
Electricity Production
Operate Plant (INPO)INPO 01-002 Conduct of Operations
Work Management (INPO)(AP-928, Rev. 1)
Materials and
Services (NEI)(AP-908, Rev. 2))
Manage
Configuration
(CMBG)
(ANSI/NIRMA CM
1.0-2000)
Equipment
Reliability
(INPO) (AP-
913,Rev 1)
Management
Processes and
Support Services
(NEI)
Loss
Prevention
(NEI)
Training
(INPO)(AP-921)
Nuclear Fuel
(NEI)
OP001 Operate and Monitor Structues, Systems and Components (INPO)
OP002 Monitor and Control Effluents (AP-902) (NEI)
OP003 Monitor and Control Plant Chemistry (INPO)
WM001 Perform Planning (AP-925)
WM002 Perform Scheduling (AP-925)
WM003 Perform Preventive Maintenance
WM004 Perform Corrective Maintenance
WM005 Maintain Non-Plant Equipment
WM006 Perform Plant Improvement Maintenance
WM007 Monitor and Control Radiation Exposure
WM008 Monitor and Control Contamination
WM009 Perform Minor Maintenance/FIN
CM001 Evaluate Problem or Desired Change (INPO)
CM002 Change Design Requirements (INPO AP-929)
CM003 Change Physical Configuration (INPO)
CM004 Change Facility Configuration Information
(INPO)
ER001 Life Cycle Management
ER002 Performance Monitoring
ER003 Continuous Equipment Reliabillity Improvement
ER004 Perform Predictive Maintenance
MS001 Provide Inventory Management
MS002 Procure Materials
MS003 Procure Services
MS004 Provide Warehousing
MS005 Repairs, Refurbishment and Returns
MS006 Disposition of Unneeded Material
SS001 Provide Information Technology Services
SS002 Provide Business Services
SS003 Provide Information Management Services
SS004 Human Resources Services
SS005 Maintain Grounds, Facilities, and Vehicles
SS006 Support Community and Government Services
SS007 Support Industry Professional and Trade
Associations
LP001 Provide Security Measures (NEI)
LP002 Provide Performance Monitoring and
Improvement Services (AP-903) (INPO)
LP003 Provide Safety Services (INPO)
LP004 Maintain Licenses and Permits (NEI)
LP005 Perform Emergency Planning (NEI)
LP006 Provide Fire Protection (NEI)
T001 Develop Training Programs
T002 Conduct Training
T003 Attend Training
Process Hierarchy
8 Process Level
Activity level
Task
Level 0
Level 2
Core Processes
Enabling Processes
44 Sub-processesEUCG
Number
Level 1
Level 3Levels 2 and
3 are
Company
Specific
EUCG
Number
Legend
1. (AP-XXX) = Process Description
2. For Process Descriptions, see also NEI
Benchmarking Reports filed by process
and EUCG Cost Code
NF001 Provide Fuel Management
Services
NF002 Provide and Transport Fuel
NF003 Provide Handling, Storage,
and Disposal of Fuel
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WM001-009
WorkManagement
CM001-004Manage
Configuration
EquipmentReliabilityER001-004
OP001-003
OperatePlant
MS001-006
Materials andServices
$$$$$
Electricity
Production
$$$$$
LP001 andLP003-006
LossPrevention
T001-003
Training
NF001-003Nuclear
Fuel
|----------------------- ENABLING PROCESSES --------------|
CORE BUSINESS OPERATIONAL PROCESSESMANAGEMENT PROCESSES
SS001InformationTechnology
SS003
InformationManagement
SS004Human Resources
Culture / People
SS002Business Services
Nuclear Asset
Management/Strategy/Budget/Plan/Implement
Leadership-
Vision/BusinessObjectives
-
ManagementStructure
LP002PerformanceImprovement
SS005, SS006SS007
SupportServices
Performance
COMPETITIVE ENVIRONMENT AND STAKEHOLDERS
STANDARD NUCLEAR PERFORMANCE MODEL (SNPM) - AN EXECUTIVE VIEW
Feedback
Loops
Cost
SS002Cost/
Budget
CoP View drives Ownership and Industry Integration
EPRI
SIG
SIG
CoPUpdate of Process Descriptions &
Business Performance indicators
Coordinate Activities
Identify & Coordinate Issues
Communicate Information
SIG
INPO
NEI
Other
CoPs
OGs
Community of Practice Benefits
Determine future initiatives direction
Document Process Knowledge
Communicate Cost Insights
Develop and Refine Performance Indicators
Maintain relationships with other CoPs
Establish consensus standardization
Optimize industry efficiency
Promote knowledge proficiency
Integrate activities effectively
26
Special Issue Groups Nuclear Executives take direct responsibility via NEI,
INPO, and OGs as to what groups are authorized and for
what business purpose
Detailed update was conducted in 2005 resulting in
group reductions, consolidations and re-chartering as
documented in NEI 05-08 Executive Task Force Annual
Review of Progress and Recommendations, May 2005
27
05-08 Topics (over 400 SIGs maintained)
Nuclear Fuel Cycle-Used Nuclear Fuel
Nuclear Fuel Cycle – Fuel Supply Issues
Materials Management
Risk-Informed Regulation
Nuclear Plant Security
Emergency Preparedness Issues
Nuclear Workforce Issues
Environmental Policy Issues
National Energy Policy
Quality Management
Nuclear Communications
Decommissioning and Low Level Waste
Asset Management
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05-08 Topics (over 400 SIGs maintained)
Regulatory Program Management
Fire Protection
Grid Reliability
License Renewal
Employee Concerns
Control Room Habitability
Medium Voltage Underground Cables
Regulatory- Generic
Business and Economic Issues
Information Technology/Information Management
Equipment Reliability and Supply Chain
Meeting Coordination/Activity Coordination/As-needed Information Meetings
Codes and Standards
Nuclear Energy R&D
Operating Experience
Radiological Protection
Organizational Effectiveness and Human Performance
Training
29
Other Networking Organizations
American Nuclear Society (11,000 professional
society members)
Young Generation in Nuclear (YGN) Global
NAYGN – North American Young Generation in
Nuclear (age 35 and under)
Women in Nuclear (US)
WIN Global
30
Summary of Nuclear Business Network The US Nuclear Industry (about 100,000 people is “small” by relative standards to other
segments of the Energy Sector such as Fossil, Oil, Gas
This small size coupled with several other factors facilitated industry-wide communications at many levels- both formal and informal
Input from the US Navy Nuclear Program since the 1970s (executives, managers, supervisors, licensed operators)
Shared R&D via EPRI since the 1970s (engineering executives, managers, engineers)
Establishment of INPO since 1984 (operations, maintenance, engineering, IT staff, training professionals, loaned employees, reverse loaned employees)
OEM Special Issue Groups (about 400 hundred groups) with technical input from EPRI since 1980s
Since about 1995, rotation of management and above for advancement to positions in other nuclear companies has also served to enrich and modify “the network”
NEI’s Chief Nuclear Officer Committee called the Nuclear Strategic Issues Advisory Committee (NSIAC)
At any one time, as many of 1000 groups (Working groups, Task Forces, CoPs, projects) are in progress continually
TO KNOW THE SYSTEM IS TO KNOW THE NETWORK
TO LEARN FROM THE SYSTEM ONE MUST APPLY THE NETWORK
TO SUCCEED AND LEVERAGE THE SYSTEM ONE MUST BECOME
PART OF THE NETWORK
