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Projectizing an Operating Nuclear Facility. Kim Hauer Director of Strategic Programs Savannah River Remediation LLC URS Washington Division. November 11, 2009. SRR-LWP-2009-00015. Savannah River Site. Savannah River Site, located in South Carolina, was constructed in the early 1950s

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Projectizing an operating nuclear facility

Projectizing an Operating

Nuclear Facility

Kim Hauer

Director of Strategic Programs

Savannah River Remediation LLC

URS Washington Division

November 11, 2009

SRR-LWP-2009-00015


Projectizing an operating nuclear facility

Savannah River Site

  • 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 remediation
Savannah River Remediation

  • 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


A safe project culture
A Safe Project Culture

  • 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


Projectizing an operating nuclear facility

Working Safely

  • 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

Two Legacy of Stars Awards

Eight VPP “Star of Excellence” Awards

One Superior Star Award

Cases Per 200,000 Hours

SRR begins 7/1/09


Projectizing an operating nuclear facility

SRR Commitments

Double Sludge

preparation rate and Sludge Feed quantity

Triple quantity of HLW removed

HLW Sludge

Waste Removal

HLW Sludge

feed preparation

Double canisters

produced

per year

DWPF

Canister

Production

Salt Removal

and Separation

(ARP/MCU)

Salt Separation

(ARP/MCU)

HLW Tank

Closure

HLW Tank

Cleaning

Double Salt preparation and Salt processing rates

22 Waste Tanks Closed in 8 Years !!!

LLW

(Salt Stone)

HLW Evaporators


Projectizing an operating nuclear facility

Program Challenges

  • 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


Projectizing an operating nuclear facility

Life-Cycle Liquid Waste Disposition System Plan (LLWD)

(End-of-Program)

Disposition

Processing

Plan

(DPP)

(5-7 years)

Technology

Development

Risk Management Plan

(RMP)

LW Strategy

Effluent Treatment Project Plan

DWPF Recycle Management Plan

Sludge Batch

Plan

Weekly

Evaporator

Operating

Plans

Facility

P3

Schedules

Facility

P3

Schedules

Facility

P6™

Schedules

Project

Risk Assessments

Tank Closure Sequencing

Plan

Key Assumptions

Long Range

Salt Sequencing

Plan

  • Documents joint objectives of

  • DOE, SCDHEC, GNAC

  • Continue to store waste safely

  • Meet FFA commitments for Tank Closures

  • Support SWPF startup at rated capacity

  • Sustain Vitrification at DWPF

  • Treat organics and return Tank 48 to service

  • Minimize curies disposed at Saltstone

  • Defines curie limits for waste to Saltstone

  • from DDA, ARP/MCU, and SWPF

Emergent

Risks

Mid Range

Emergent

Opportunities

Emergent

Risks

Short Range

Emergent

Opportunities

Facility Execution


Projectizing an operating nuclear facility

Life-Cycle Liquid Waste Disposition System Plan (LLWD)

(End-of-Program)

Disposition

Processing

Plan

(DPP)

(5-7 years)

Technology

Development

Risk Management Plan

(RMP)

LW Strategy

Effluent Treatment Project Plan

DWPF Recycle Management Plan

Sludge Batch

Plan

Weekly

Evaporator

Operating

Plans

Facility

P3

Schedules

Facility

P3

Schedules

Facility

P6™

Schedules

Project

Risk Assessments

Tank Closure Sequencing

Plan

Key Assumptions

Long Range

  • Documents jointly developed

  • key inputs and assumptions

  • for plan development such

  • as:

  • SWPF Startup date

  • SWPF processing rate

  • Federal Repository startup date and shipping rates

  • Canister fissile loading limitations

  • H-Canyon processing plan

  • Frequency of melter replacement

  • Schedule duration for Tank Closure documentation

  • DWPF canister waste loading and production rate

  • ARP/MCU processing rate

  • Tank 48 return to general service date

Salt Sequencing

Plan

Emergent

Risks

Mid Range

Emergent

Opportunities

Emergent

Risks

Short Range

Emergent

Opportunities

Facility Execution


Projectizing an operating nuclear facility

Life-Cycle Liquid Waste Disposition System Plan (LLWD)

(End-of-Program)

Disposition

Processing

Plan

(DPP)

(5-7 years)

Technology

Development

Risk Management Plan

(RMP)

LW Strategy

DWPF Recycle Management Plan

Sludge Batch

Plan

Effluent Treatment Project Plan

Weekly

Evaporator

Operating

Plans

Facility

P3

Schedules

Facility

P3

Schedules

Facility

P6™

Schedules

Project

Risk Assessments

Tank Closure Sequencing

Plan

Key Assumptions

Long Range

Salt Sequencing

Plan

Emergent

Risks

Mid Range

Emergent

Opportunities

Emergent

Risks

Short Range

Emergent

Opportunities

Facility Execution


Projectizing an operating nuclear facility

Life-Cycle Liquid Waste Disposition System Plan (LLWD)

(End-of-Program)

Disposition

Processing

Plan

(DPP)

(5-7 years)

Technology

Development

Risk Management Plan

(RMP)

LW Strategy

DWPF Recycle Management Plan

Sludge Batch

Plan

Effluent Treatment Project Plan

Weekly

Evaporator

Operating

Plans

Facility

P3

Schedules

Facility

P3

Schedules

Facility

P6™

Schedules

Project

Risk Assessments

Tank Closure Sequencing

Plan

Key Assumptions

Long Range

Salt Sequencing

Plan

Emergent

Risks

Mid Range

Emergent

Opportunities

Emergent

Risks

Short Range

Emergent

Opportunities

Facility Execution


Projectizing an operating nuclear facility

Waste Processing: Future

High Volume

Low Activity

Stream

Saltstone

SWPF

Tank Farms

High-Capacity

Salt Processing

DWPF

Federal

Repository

Sludge

Processing

Low Volume High Activity

Tank

Closure

Legend: SWPF: Salt Waste Processing Facility; DWPF: Defense Waste Processing Facility


Projectizing an operating nuclear facility

Interim Solution

Interim Salt Disposition Project (ISDP):

  • - 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

The first salt waste processing facility within the Department of Energy began operations at SRS in April 2008


Projectizing an operating nuclear facility

Waste Processing: Now

MCU

ARP

High Volume

Low Activity

Stream

Interim Salt

Processing

Tank Farms

Saltstone

DWPF

Federal

Repository

Sludge

Processing

Low Volume High Activity

Tank

Closure

Legend: MCU: Modular Cesium Removal Unit; ARP: Actinide Removal Process; DWPF: Defense Waste Processing Facility


Projectizing an operating nuclear facility

Mission Timeline

DOE Directs

New

Technology

Site Excavation

Equipment

Fabrication / Testing

Site Selected

Start D&R

Foundation

Setting Key

Equipment

Shielding Structure

Jan

2004

Aug

2004

Nov / Dec

2004

Jan

2005

2005

2006

Transfer Lines

Tank 50 Mods

Saltstone Mods Complete

96H Cell D&R


Projectizing an operating nuclear facility

Mission Timeline

Start Up Complete

Radiological Ops Initiated

Cold Runs Complete

Initiate Hot Operations

Ready For Hot

Operations

Management Self Assessment

Mar

2008

Feb /Mar

2007

Dec

2007

Jan / Mar

2008

Apr

2008

Jul

2007

Sep

2007

Operational Readiness

Reviews

CRC / Simulator

Complete


Projectizing an operating nuclear facility

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


Projectizing an operating nuclear facility

Lessons Learned

  • 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
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.


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

Take-Aways