produced by: building strong foundations dan sawyer outage manager – ontario power generation
TRANSCRIPT
Produced by:
Building Strong Foundations
Dan SawyerOutage Manager – Ontario Power Generation
• 881 Mw (Net) 2650 Mw(th)• 15% of Ontario’s Supply• 2700 Full-time Staff• Common Structure• 3 Year Outage Cycles• 55-60 Day Duration• $80 M Budget• 1% FLR •>10 M Man-hrs since last LTA
D1 1992
D2 1990
D3 1993
D4 1993
D1 1992
D3 1993
D4 1993
D2 1990
D1 1992
D3 1993
D4 1993
3
The Bigger Picture
Creating the Roadmap
•Ownership; Accountability; Distribution; Recovery
The Foundational Three
Key points to Take Home
Questions
AGENDA
5
SS002 3.1STRATEGIC PLANNING
SS002 3.2GENERATION
PLANNING
SS002 3.3PROJECT
EVALUATION & RANKING
SS002 3.4LONG-RANGE
PLANNING
SS002 3.5BUDGETING
SS002 3.6PLANT/FLEET VALUATION
LEADERSHIP
AP-940NUCLEAR
ASSETMANAGEMENT
ER001SCOPING/IDENT
CRITICAL COMPONENTS
ER002PERFORMANCE
REPORTING
ER003CORRECTIVE
ACTION
ER004CONTINUING
ER IMPROVEMENT
ER005LIFE-CYCLE
MANAGEMENT
ER006PM
IMPLEMENTN
AP-913EQUIPMENT RELIABILITY
MS001INVENTORY
MANAGEMENT
MS003PROCUREMENT
OF SERVICES
MS002PROCUREMENT OF MATERIALS
MS006UNNEEDED MATERIAL
DISPOSITIONING
MS004WAREHOUSING
MS005REPAIR -
REFURBISH - RETURN
AP-908MATERIALS &
SERVICES
WC003-004SCOPING
WC005-006PLANNING & SCHEDULING
WC007-009CONDUCT OF
WORK
AP-928WORK
MANAGEMENT
WC001-002MINOR
MAINTENANCE
CM001EVALUATION
CM002DESIGN CHANGE
CM003PHYSICAL
CONFIGURATION CHANGE
CM004CONFIGURATION
INFORMATION CHANGE
AP-929CONFIGURATION
MANAGEMENT
PLANTOPERATIONS
MSSP
Standard Nuclear Performance Model (SNPM)
6
The Bigger Picture LONG TERM STRATEGY (to 2050)
LONG-RANGE PLAN (10 yrs)
GENERATION/OUTAGE PLAN (6 yrs)
BUSINESS PLAN (5 yrs)
OUTAGE PLAN (2 yrs)
ON-LINE PLAN (2 yrs)
BUDGET (1 yr)
- Strategic Planning
Slide 7
8
9
Target White Red ActualSAFETY EnvironmentalReportable Spills (Category A/B/C) 0 n/a > 0 0 Conventional SafetyHigh MRPH events 0 n/a > 0 0Lost Time Accidents 0 n/a > 0 0Medical Treated Injuries < 2 3 4 2Fire Events 0 n/a > 0 0 Radiation ProtectionUnplanned Exposures 0 1 > 1 0Total WB Dose (rem) < 157 rem 157 - 173 > 181.5 rem 130 remInternal Dose (rem) < 9.4 9.4 - 10.4 > 10.9 4.6 rem Work ProtectionWork Protection Performance Index 95% 92 90 87Work Protection Level 1 Events (0 Barriers left) 0 n/a > 0 2Work Protection Level 2 Events (1 Barrier left) < 2 3 > 3 0Work Protection Level 3 Events (2 Barriers left) < 5 6 > 6 3 Nuclear SafetyOP & P License Violations 0 n/a > 0 0S99 Reportable Events (missed SRSTs) 0 n/a > 0 0Unplanned increase in shutdown risk threshold 0 n/a > 0 0Unplanned Reactor Trips or Transients 0 n/a > 0 0
SCOPEShutdown Backlog EM Total at brkr close < 100 > 150 > 275 n/aShutdown Backlog CM Total at brkr close < 3 > 3 > 5 n/aPlant Reliability List Completions 76 n/a < 76 73Scope Completion (breaker open to close) > 97% 96 < 95% 98.2
COSTBudget < $80M $84M > $87M 81.1-83.6
DURATIONOutage Duration 57 days 60.5 > 62.8 days 56Work-Off Rate in Maintenance Window 275 256 < 245 275Unit Reliability After Start-Up > 100 days n/a <100 days TBDPrimavera-Passport Mismatch 80 90 100 100-165
Recent
Campaign Results
Project Building Blocks
CON’T
MILESTONES
DURATION
ASSESSMENT
R
WALKDOWNS
CO
NTR
OLLIN
G
COSTSCOPE
M S P P
CO
NTR
OLL
ING
Materials
Resources
PermitryProcedures
Schedule
Contingency
Creating the Roadmap
Slide 11
• a scheduled event signifying the completion of a major deliverable or a set of related deliverables
• used as a project checkpoint to validate how the project is progressing and revalidate work.
• used as high-level snapshots for management to validate the progress of the project
Traditional meaning: You’re on the right path
- Milestones
• Activities are completed in accordance with milestone definitions
• Sub-owners understand their deliverables
• Recovery plans (if necessary) are approved and executed
• Approval obtained for milestone close-out
• Milestone completion is formally documented
12
Milestone Owner Ensures;
13
Milestone Accountability Model
Driving Accountability
Slide 14
Identify Major Work Scope
Identify Outage Budget
Identify Pre-Outage Prep.
Team
Order Materials
Begin Assessments
Determine Addtional Staff
Required
Review & Issue Workplans
Issue Pressure Boundary Packages
Award Contracts
Complete Assessments
Reactor Safety Review
Develop Detailed Schedule
Schedule Review & Approval
Begin Contractor Ramp-up
Greenman Team
Established
Begin Pre-Outage Work
Complete Pre-Outage Work
Key
High Confidence
Medium Confidence
Low Confidence
Outage Begins
Develop Level 1 Schedule
Approve Scope
Set Outage Duration
Prepare Permitry
Missing a Milestone
•Traumatic
•Accountability
The Best Laid Plans….
16
Milestone Recovery Plans
•Performance >5% above projected work down (burn) curve (yellow status) for >2 weeks•At Outage Manager or Milestone Owner’s discretion•Failure to achieve milestone completion date
•Formal•Approved at a high level •Identifies ;
•Cause•Course of action to recover•Effect on downstream milestones•Due dates
Covering All the Bases (46)
CON’T
MILESTONES
DURATION
ASSESSMENT
R
WALKDOWNS
CO
NTR
OLLIN
G
COSTSCOPE
M S P P
CO
NTR
OLL
ING
Materials
Resources
PermitryProcedures
Schedule
Contingency
5
7
4
3
6
1
4
5 2 1
1
1
Controlling 8
Slide 18
19
20
Wouldn’t It Be Nice …..
Rem
ain
ing
W
ork
What you’d like
What they’d like
Typical
21
22
23
24
25
The Foundational Three
DURATION
# Milestone Accountable Manager Due Date (months)
2 Major Scope Freeze Director - Engineering +244 Scope Loaded into OMS Potential Manager - Outage +205 Scope Ranked & Approved in OMS Manager - Outage +18
12 Scope/Cost/Duration Reconciliation & Approval Director – Work Management +12.513 Scope Freeze Manager – Outage +12
27
Scoping Milestones
Slide 28
Typical Approved Scope Composition
Business Plan AssumptionPM 1085CM/ EM 228OM 438
Business Plan AssumptionPM 1085CM/ EM 228OM 438
29
Scope Risk Ranking
Slide 30
Probability Grading
Slide 31
Grade Interpretation Definition
1Low. Probability of this event occurring is highly unlikely (<10%)
Event is not known to have occurred under similar circumstances using the planned approach
2Minor. Probability of this event occurring is unlikely (<40%)
Event is known to have occasionally occurred under similar circumstances. Current plan does not have identified shortcomings that increase the likelihood of the undesired event occurring.
3Moderate. Probability of this event occurring is likely (40% to 75%)
Current plan has identifiable shortcomings that often result in this undesirable event occurring.
4Significant. Probability of his event is highly likely (>75%)
Current plan has usually led to this event occurring under similar circumstances
5High. Probability of this event is nearly certain (>90%).
Past experience indicates that this event almost always occurs under similar circumstances using the current plan.
Consequence Grading
Slide 32
Grade Interpretation Technical Consequence
1 LowA successful outcome is not dependent on this issue; the technical performance shall be met. There would be minimal or no impact on the success of the breaker to breaker ops. (Component fails or degrades but no action required)
2 Minor
The resulting technical performance would be below the goal but within acceptable limits. There would be no need to change the basic design, process, or approach. There would be no impact on the success of the breaker to breaker ops. (Component fails or degrades; maintenance or other actions can restore functionality)
3 Moderate
The resulting technical performance would be below the goal. The basic design, process, or approach could be retained with only minor changes, and the overall system performance would still be acceptable as a result of workarounds such as the reallocation of functions or performance goals. There would be only a limited impact on the success of the breaker to breaker ops. (Failure results in a significant workaround for operations)
4 Significant
The resulting technical performance would be unacceptable below the goal. The design, process, or approach would require a significant change to achieve an acceptable performance level. Additional workarounds such as the reallocation of functions or performance goals could also be required. The success of the breaker to breaker ops could be jeopardized. (Component failure requires shutdown for repair, maintenance activity to repair equipment results in High Risk work activity)
5 HighThe resulting technical performance would be unacceptably below the goal. There are no known alternatives or solutions. The success of the breaker to breaker ops would be in doubt. (Failure results in unit trip or significant transient requiring operator response)
Level 1 Schedule
34
Scope / Cost / Duration Summary
SCOPE(1750 WO’s)
DURATION
(60 Days)CO
ST($
69M
)
$4.9M
35
Slide 36
Slide 37
SD# Report DateOriginal Scope
on SFDOriginal Scope
Still InCurrent Scope
Scope Additions
Deferred Scope
Cancelled Scope
SU+RP WO's in Scope
Potential Scope
Scope Variance
D1111 16-May-11 1953 1650 2032 382 184 119 53 8 35.07%
GREEN RED
Scope Variance (SV) =
# Deferred + # Cancelled + # Added
#Original Scope WO's
TARGETS: Green <10%, Yellow 10%-
20%, Red >20%
D1111 Work Order Scope Variance
o Develop a strategyIf you do not know where you are going, then any road will do -Lewis Caroll …aka; the path
of least resistance leads to the land of nothing done. - Bill Purdin
o Milestones point the way Strike a balance Cover all the bases Establish ownership Demand accountability Measure and control
o Learn your lessons
Key Points to Take Home