This document discusses Hydro-Quebec's efforts to optimize the preventive maintenance program at their Gentilly-2 Nuclear Power Plant. It describes developing an integrated equipment reliability process focused on rationalizing preventive maintenance tasks based on criticality and cost-effectiveness. The document outlines applying a preventive maintenance optimization approach based on reliability centered maintenance principles and tools like the EPRI PM Basis Database. This involves analyzing existing tasks, critical equipment, failure modes and setting optimized task frequencies. It also discusses integrating performance monitoring and continuous improvement to form a comprehensive, living equipment reliability process meeting regulatory requirements.
How Bell Energy can help you be a Sustainable and Profitable OrganizationChandrashekhar Kulkarni
Welcome to Bell Energy Corporate Presentation where we showcase our value added services and our resources that will help your company manage Process Safety, Health Safety & Environment, Asset Integrity, Corporate Governance and Sustainability.
How Bell Energy can help you be a Sustainable and Profitable OrganizationChandrashekhar Kulkarni
Welcome to Bell Energy Corporate Presentation where we showcase our value added services and our resources that will help your company manage Process Safety, Health Safety & Environment, Asset Integrity, Corporate Governance and Sustainability.
Overcoming the Challenges of Large Capital Programs/ProjectsScottMadden, Inc.
Effective capital program/project delivery is a critical competency for any electric utility to achieve high performance. However, project scope creep, schedule delays, and cost increases have become the rule rather than the exception. Over the past 10 years, the electric utility industry has seen large demands on its projects and construction management organizations to ensure compliance with a number of concerns. Large capital programs/projects come with a variety of complicated planning, implementation, and workforce/vendor management challenges. Using EPU projects as an example, we will provide you with ways to overcome these challenges for any large capital program/project. This article can help you successfully plan, deliver, and control/monitor your large capital program/project.
ScottMadden can help you successfully plan, deliver, and control/monitor your large capital program/project. Contact us to discuss any questions you may have.
ScottMadden’s Capital Program Assessment examines how the capital program is implemented with a look at the PMO and a review of the performance reporting and tools in place.
This presentation identifies a way to use Risk Management to determine the extent and scope of a validation project, including what validation documents are needed and what should be tested. One validation size does not fit all validation projects! Using the Quality/Regulatory Risk and Functionality/Distribution Risk identifies an Overall System Risk. The Overall System Risk and the Type of System Change determine the needed Validation documents. A methodology to identify the extent of validation test scripts is discussed too.
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerMilliporeSigma
Technology transfer could be considered as the corner stone of biodevelopment activities, as it is required each time people want to switch from a lab or a facility to another. It is expected to be handled in a methodical manner, following regulatory requirements, in order to ensure patients safety. Difficulties often come from differences between sending and receiving entities, where equipment, level of resources, internal culture, can be different. In case of failure, the cost can be huge for a drug maker.
This presentation will cover points to consider for successful tech transfers, and includes lessons learned from real cases.
In this webinar, you will learn:
● How to design a bioreactor model in order to scale up a process.
● How to build a team and tech transfer a process.
● How to accurately assess the success of a tech transfer.
Asset Integrity Management for purpose-built FPSOs and subsea system facilitiesAdvisian
Abe Nezamian discusses various aspects of ageing related to FPSOs (floating facilities for production, storage and offtake) and outlines the required procedures for maintaining structural integrity.
The purpose of "stress" screening such as environmental stress screening (ESS) or highly accelerated stress screening (HASS) is to precipitate failures in weak or defective populations using some load (stress) condition(s) without reducing the required useful life of the product
Webinar - Slimme besluitvorming over project-portfolio’s in asset managementStork
Het maken van de juiste project keuzes is doorslaggevend voor succes, ook in asset management. Het uitstellen van besluiten of het nemen van verkeerde besluiten door complexiteit of ontbrekende data, heeft grote impact op uw team en de projectresultaten. Ook u heeft hier dagelijks mee te maken.
Het tijdig nemen van de juiste besluiten is daarom onderwerp van ons webinar over besluitvorming rond Capex en Opex projecten in asset management. Alles doen is niet mogelijk, niets doen is geen optie: hoe bepaalt u het juiste portfolio? Welke projecten verdienen prioriteit en welke hebben minder impact?
Stork en Flightmap delen hiervoor een methodische aanpak.
Electrical engineer with vast experience in energy conservation and utilities process equipment. Successful implementation of energy reduction initiatives and energy awareness program. Root cause analysis techniques to eliminate causal factors. Improve equipment reliability.
Overcoming the Challenges of Large Capital Programs/ProjectsScottMadden, Inc.
Effective capital program/project delivery is a critical competency for any electric utility to achieve high performance. However, project scope creep, schedule delays, and cost increases have become the rule rather than the exception. Over the past 10 years, the electric utility industry has seen large demands on its projects and construction management organizations to ensure compliance with a number of concerns. Large capital programs/projects come with a variety of complicated planning, implementation, and workforce/vendor management challenges. Using EPU projects as an example, we will provide you with ways to overcome these challenges for any large capital program/project. This article can help you successfully plan, deliver, and control/monitor your large capital program/project.
ScottMadden can help you successfully plan, deliver, and control/monitor your large capital program/project. Contact us to discuss any questions you may have.
ScottMadden’s Capital Program Assessment examines how the capital program is implemented with a look at the PMO and a review of the performance reporting and tools in place.
This presentation identifies a way to use Risk Management to determine the extent and scope of a validation project, including what validation documents are needed and what should be tested. One validation size does not fit all validation projects! Using the Quality/Regulatory Risk and Functionality/Distribution Risk identifies an Overall System Risk. The Overall System Risk and the Type of System Change determine the needed Validation documents. A methodology to identify the extent of validation test scripts is discussed too.
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerMilliporeSigma
Technology transfer could be considered as the corner stone of biodevelopment activities, as it is required each time people want to switch from a lab or a facility to another. It is expected to be handled in a methodical manner, following regulatory requirements, in order to ensure patients safety. Difficulties often come from differences between sending and receiving entities, where equipment, level of resources, internal culture, can be different. In case of failure, the cost can be huge for a drug maker.
This presentation will cover points to consider for successful tech transfers, and includes lessons learned from real cases.
In this webinar, you will learn:
● How to design a bioreactor model in order to scale up a process.
● How to build a team and tech transfer a process.
● How to accurately assess the success of a tech transfer.
Asset Integrity Management for purpose-built FPSOs and subsea system facilitiesAdvisian
Abe Nezamian discusses various aspects of ageing related to FPSOs (floating facilities for production, storage and offtake) and outlines the required procedures for maintaining structural integrity.
The purpose of "stress" screening such as environmental stress screening (ESS) or highly accelerated stress screening (HASS) is to precipitate failures in weak or defective populations using some load (stress) condition(s) without reducing the required useful life of the product
Webinar - Slimme besluitvorming over project-portfolio’s in asset managementStork
Het maken van de juiste project keuzes is doorslaggevend voor succes, ook in asset management. Het uitstellen van besluiten of het nemen van verkeerde besluiten door complexiteit of ontbrekende data, heeft grote impact op uw team en de projectresultaten. Ook u heeft hier dagelijks mee te maken.
Het tijdig nemen van de juiste besluiten is daarom onderwerp van ons webinar over besluitvorming rond Capex en Opex projecten in asset management. Alles doen is niet mogelijk, niets doen is geen optie: hoe bepaalt u het juiste portfolio? Welke projecten verdienen prioriteit en welke hebben minder impact?
Stork en Flightmap delen hiervoor een methodische aanpak.
Electrical engineer with vast experience in energy conservation and utilities process equipment. Successful implementation of energy reduction initiatives and energy awareness program. Root cause analysis techniques to eliminate causal factors. Improve equipment reliability.
Offshore Wind Energy: Improving Project Development and Supply Chain Processe...Stavros Thomas
This project scopes to investigate, analyze and implement lean technologies and methods to improve project
development efficiency and provide cost reductions in offshore wind energy investments. Logically all products
and services in the wind power industry involve a supply chain structure. Some of these upstream entities
and activities located inside this multi-directional framework are completely independent-autonomous of one
another while some are interrelated. This process through manufacturing, distribution, installation and operation
creates waste in terms of process time, cost and quality of service. Lean principles-when implemented-work
together to identify, mitigate or even eliminate the waste produced during the life-cycle of a wind power project
and simplify the processes with the highest value and quality. Through a complete lifecycle analysis and under
the plethora of the integrated supply chain processes, this project focuses on developing innovative solutions
and procedures to optimise offshore wind plants installation, operation and maintenance (O&M) as well as
decommissioning-repowering. Finally a set of tools and methodologies to remove supply chain bottlenecks,
address the associated transport, logistics and equipment challenges and improve project management are also
presented. It has been shown that the wastes such as inventory costs and defects have been reduced which
improves the overall project feasibility.
Keywords
offshore wind — supply chain — lean management — portfolio management — project development
Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM)...Flevy.com Best Practices
More Information:
https://flevy.com/browse/business-document/reliability-centered-maintenance-rcm-and-total-productive-maintenance-tpm--2-day-presentation-1081
BENEFITS OF DOCUMENT
Improve reliability of plant & equipment
Measure the machine performance losses and understand better
Introduce autonomous maintenance
DOCUMENT DESCRIPTION
Reliability Centered Maintenance and Total Productive Maintenance presentation is intended to help as a 2-day workshop material for Operations and Maintenance personnel.
This presentation consists of over 200 slides and comprises of the following:
Group Activity - Define Maintenance Excellence
Maintenance Excellence - Activity
What is RCM?
Objective & goal of RCM
Techniques employed by RCM
Primary RCM Principles
Types of Maintenance Tasks
RCM Considerations, Applicability + Benefits
Steps in RCM Implementation
TPM vision, definition, origins, principles
8 Pillars of TPM
TPM Self-Assessment
Autonomous maintenance
Equipment & Process Improvement
Equipment Losses, Manpower & Material Losses
OEE - what it is & Calculations
Activity OEE Calculation
Other pillars of TPM
TPM Implementation - 12 steps
Benefits & OEE Tracker
Proactive Maintenance Analysis
Liaison with Ops, Communicating OEE,
Group Activity - OEE Communication/Importance
Ops. Skills, Cleanliness,
Monitoring - Gauges, Lubrication, Contamination, Vibration, One point Lesson
Activity - Maintenance / Operations
Analysis of Maintenance History, MTBF and its calculation
Activity - MTBF Calculation
Improving Equipment performance
FMEA, Types, Calculating RPN
Proceedings of the 2013 Industrial and Systems Engineering Res.docxstilliegeorgiana
Proceedings of the 2013 Industrial and Systems Engineering Research Conference
A. Krishnamurthy and W.K.V. Chan, eds.
Effect of the Analysis of Alternatives on the DoD Acquisition System
Eugene Rex L. Jalao; Danielle Worger; Teresa Wu, PhD
Arizona State University
Tempe, AZ, 85281
J. Robert Wirthlin, PhD; John M. Colombi, PhD
The Air Force Institute of Technology
Wright-Patterson AFB, OH 45430
Abstract
The Enterprise Requirements and Acquisition Model (ERAM) is a discrete event simulation that models the major
tasks and decisions within the DoD acquisition system. A majority of DoD acquisition projects are being completed
behind schedule and over budget. ERAM suggests process improvements can have salutary effects. Hence,
enhancements in improving the end-to-end acquisition process would be worthwhile. Until 2008, the Analysis of
Alternatives (AoA) process is a mandatory task for acquisition category (ACAT) level 1 projects. As such expected
program completion time for ACAT 2 and ACAT3 categories is shorter. Since 2008, the AoA became a required
procedure for all programs. However, to the best of our knowledge, the impact of requiring all programs to complete
an AoA has not yet been studied in literature. This research addresses this gap with two main contributions. First,
this research seeks to quantify the amount of delay on total completion time when the AoA is required for all ACAT
programs. Secondly, the sensitivity of the processing time and variability of the AoA process is simulated and its
effect is studied on total program completion time. Viable policies and intervention strategies are then inferred from
these contributions to further improve acquisition program completion time.
Keywords
DoD, Acquisition, Simulation, Analysis of Alternatives
1. Introduction
It is a known fact that a large number of Department of Defense (DoD) projects are being completed behind
schedule and over-budget [1]. A Government Accountability Office (GAO) report released in 2009 states that for the
DoD’s 2008 portfolio, on average a program faced a 22-month delay and exceeded the original budget [2].
Generally, total cost growth has been consistent over the past few decades with a recent assessment by [3] of 1.44 or
44% growth. The current DoD Acquisition system which is composed of three separate and distinct processes,
including the Joint Capabilities Integration Development System (JCIDS), the Planning, Programming, Budgeting &
Execution (PPBE) process, and the formal acquisition development system outlined by the DoD 5000 series of
instructions, does not exist in a static environment. The system is constantly being adjusted, either through policy
changes or statute [4-6]. Since the acquisition process is a large, complex, socio-technological system, it is difficult
to determine which processes or factors affect performance metrics like time, cost, and resource utilization. ...
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The formation of the Process Safety Leadership Group (PSLG) in September 2007 was designed
to meet the need for an effective framework for interaction between industry, trade unions and
the COMAH Competent Authority (CA); a framework in which they could carry out a dialogue to
jointly develop, progress and implement meaningful, effective recommendations and practices that
improve safety in our industries.
This report and its recommendations represent the outcome of a tremendous amount of work by
the industry, trade unions and the regulator. I would like to thank them for all their efforts, tenacity
and input. Our work can and will make a significant contribution to improving process safety – the
challenge for all of us now is to deliver!
Report Information from ProQuestJuly 19 2019 1515 .docxaudeleypearl
Report Information from ProQuest
July 19 2019 15:15
Document 1 of 1
On-Line Maintenance
Huffman, Ken . Nuclear Plant Journal ; Glen Ellyn Vol. 28, Iss. 2, (Mar/Apr 2010): 20,22-23.
ProQuest document link
ABSTRACT
On-line maintenance and risk-informed initiatives in general, have played a large part in the confidence that
underpins the "nuclear renaissance" in the United States. As of March 2010, U.S. utilities and other developers had
submitted applications for 28 new nuclear units to the Nuclear Regulatory Commission. The plant designs these
applications are based on, informed by U.S. operating experience, are expected to benefit from risk-informed
applications such as online maintenance.
FULL TEXT
Introduction
On-line maintenance refers to maintenance performed while the main electric generator is connected to the grid.
Nuclear power plants can realize many benefits from performing maintenance activities during power operation.
The U.S. Nuclear Regulatory Commission (NRC), for example, attributes the following benefits to on-line
maintenance in Regulatory Guide 1.182:
* Increased system and plant reliability
* Reduction of plant equipment and system material condition deficiencies that could adversely impact plant
operations
* Reduction of work scope during plant refueling outages.
Nuclear plants are also able to achieve longer fuel cycles and shorter refueling outages through on-line
maintenance. In the United States in the 1980s and early 1990s, most nuclear power plants operated with a
refueling cycle of 12 months and an average refueling duration of three months. Today, U.S. nuclear units operate
on an 18- or 24-month refueling cycle, with average outages of just over one month. The relationship between on-
line maintenance and outage length reduction, operating interval extension and plant economics is well reported in
the literature.
On-line maintenance can also contribute to improved plant safety. By conducting maintenance on-line, plants can
resolve equipment and system issues before they can adversely impact operations. Operational and reliability
improvements have resulted in a factor of three reductions in forced outages and a factor of five reductions in the
automatic SCRAM (trip) rate at U.S. nuclear power plants. Both measures are indicative of improved plant safety.
Figure 1 provides a timeline of key events led by the NRC, the Electric Power Research Institute (EPRl), and the
Nuclear Energy Institute (NEI) in the evolution of on-line maintenance in the U.S. nuclear power industry. Other
industry organizations - the Institute of Nuclear Power Operations, the reactor owners groups, and individual
companies and plants - also contributed to this evolution. Recognition of all such activities, however, is beyond the
scope of this article. The graphic also illustrates the integration of regulations, technical tools, and utility actions
that drove implement ...
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Planning Of Procurement o different goods and services
Rel maint-final
1. See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/266369067
Correspondence Equipment Reliability Process Improvement and Preventive
Maintenance Optimization
Conference Paper · June 2004
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2. Correspondence: darragi.Messaoudi@hydro.qc.ca
Equipment Reliability Process Improvement and Preventive
Maintenance Optimization
Messaoudi Darragi*, Abdulnour Georges
Université du Québec à Trois Rivières
Cp.500, Trois Rivières, Qc, G9A5H7
Raynald Vaillancourt, Dragan Komljenovic, Michel Croteau
Gentilly 2 Nuclear Generating Station, Hydro Quebec
Abstract
The Gentilly-2 Nuclear Power Plant wants to optimize its preventive maintenance
program through an Integrated Equipment Reliability Process. All equipment
reliability related activities should be reviewed and optimized in a systematic
approach especially for aging plants such as G2. This new approach has to be
founded on best practices methods with the purpose of the rationalization of the
preventive maintenance program and the performance monitoring of on-site
systems, structures and components (SSC). A rational preventive maintenance
strategy is based on optimized task scopes and frequencies depending on their
applicability, critical effects on system safety and plant availability as well as cost-
effectiveness. Preventive maintenance strategy efficiency is systematically monitored
through degradation indicators.
Key words: Equipment, Reliability Process, Preventive Maintenance, Optimization
1 – Introduction
At the beginning of 2002, the Management of the Thermal and Nuclear Production
studied the possibility of increasing planned outages interval from 12 to 18 or 24 months
at the nuclear power plant Gentilly-2 (G-2) [1].
For applying this decision, it is necessary to ensure that:
- Risks for environment and population will not increase.
- Safety is maintained at higher levels.
- Forced outages, between planned outages, will not raise the number and/or
duration.
Such an increase in outages interval may have an impact on the management and
planning of preventive maintenance activities (time directed tasks, predictive tasks and
surveillance tests). In a mean and long term, negative impact may also affect equipment
reliability due to the decrease in preventive maintenance workload.
At the same time, the plant was involved in an equipment reliability improvement process
defined by both the Canadian Nuclear Safety Commission CNSC (Reliability program S-
98) [2] and World Association of Nuclear Operators (AP-913) [3]. A WANO expert team
has visited G-2 in April 2004 for conducting a survey based on the AP-913, and to ensure
a support in the preventive maintenance optimization activities related to AP-913.
These projects led to new requirements with regard to an optimization of the preventive
maintenance program in order to meet plant reliability and availability objectives.
3. Page 2 of 10
2 – Purpose and objectives
The purpose of these projects is to define and validate an equipment reliability process
focusing on two principal objectives:
- The rationalization and the optimization of the preventive maintenance program:
New preventive maintenance strategy should be based on rational task contents
and frequencies depending on their applicability, cost-effectiveness, and
especially critical effects on system safety and plant availability.
- Monitoring on-site system, structure and components (SSC) reliability and
performance through degradation indicators.
Such equipment reliability process should fulfill all plant requirements. This process has
to be integrated into the current reliability related processes without significant
modification and/or increase in the workload. This process should conciliate between the
equipment reliability process AP-913 suggested by WANO, nuclear industry best
practices (Streamlined RCM Processes and the state-of-the-art maintenance optimization
methods) [4], G2 processes and the S-98 regulatory requirements.
3 – G 2 Project Methodology
The equipment reliability process and the preventive maintenance optimization are based
on the following methodology:
1- Study the Preventive Maintenance Optimization in the nuclear industry: Make
synthesis on methodology, methods and tools of reliability centered maintenance,
Streamlined RCM and Preventive Maintenance Optimization processes applied in
the nuclear industry.
2- Study the AP-913 equipment reliability process: Compare it to streamlined RCM
processes and regulatory requirements (reliability program S-98 of the CNSC):
The aim is to design a generic process compiling those knowledge sources.
3- Elaborate an Equipment Reliability Process for SSC at G2 including the
Preventive Maintenance Optimization.
4- Carry out Gap Analysis between AP-913 (supporting all G2 Equipment
Reliability Process activities) and G2 Reliability Related Processes.
5- Plan the implementation of G2 Equipment Reliability Process through the
Preventive Maintenance Optimization Project.
4 – Preventive Maintenance Optimization
For reducing equipment failures and reaching reliability targets, consequences of
increased planned outages interval have to be controlled. Solution will be based on long
term SSC reliability improvement. An ideal solution lies in building an adequate process
to optimize maintenance and reliability.
Reliability Centered Maintenance was the first concept to arise [5,6,7]. It consists in
responding to 7 principal questions:
1- What are the functions and desired performance standards for the asset?
2- In what ways can the asset fail to deliver the functions and desired performance
standards for the physical asset?
3- What are the root causes (failure modes) for each functional failure?
4- What are the effects of each failure mode?
4. Page 3 of 10
5- Does the consequence of each failure mode matter (therefore is it worth doing a
task to prevent the failure mode?)
6- Can anything be done to predict or prevent the failure mode (What type of
predictive or preventive task)?
7- What if we cannot predict or prevent the failure (Can we do a failure finding task
for a hidden failure? Do we need to redesign the equipment or how we use the
equipment? Is no scheduled maintenance the correct strategy?).
The RCM process starts with the identification of the system limits, functions, functional
failure, failure modes and causes, component criticality to conclude with preventive
maintenance recommendations and tasks comparison. In a practical approach it is based
on 3 essential steps:
1- Functional and dysfunctional analysis.
2- Failure mode and effects analysis.
3- Selection of maintenance strategies through logic tree analysis.
Despite its rigor and consistency this process proved insufficiency to fit nuclear industry
requirements (example: time and resources consuming, highly conservative
environment).
Studies were undertaken to streamline this process through new simplified approaches
called "streamlined RCM". Functional and dysfunctional analysis step was simplified to
focus only on system important functions. In fact, RCM process works out the FMEA for
all the functions of the system independently of their importance, while in Streamlined
RCM approach, only important functions are analyzed.
In another hand, time used to conduct FMEA analysis for choosing the maintenance
strategy was saved by the use of Maintenance Templates (automated process).
Some approved streamlined RCM processes were experimented by the Electric Power
Research Institute EPRI [4] such us:
- Classical Streamlined RCM.
- Criticality Checklist Streamlined Process.
- Plant Maintenance Optimization.
Finally, a new streamlined concept of Preventive Maintenance Optimization called PMO
was experimented. PMO seems more like a concept rather than a unified formal process.
This concept has changed over years and was adopted in different ways in the nuclear
industry [8,9]. It is considered as one of the most viable methods for equipment reliability
improvement.
PMO is more streamlined using different personalized processes to fit real needs and
requirements of the nuclear industry. While RCM is based on functional and systems
analyses and built of a new preventive maintenance program, PMO concept is directed
towards the analysis and optimization of the existing preventive maintenance program.
Furthermore, it focuses only on dominant failures modes targeted by the existing PM
tasks.
In a weak preventive maintenance program, many failure modes are not addressed by PM
tasks. A PM task could also be evaluated in accordance with:
- Applicability, efficiency, intrusive risks and cost effectiveness.
5. Page 4 of 10
- Interval adequacy.
- Scope: failure mode targeted (evident / hidden, critical, degradation mechanism)
The first phase in a PMO project consists in performing a SSC Criticality Analysis. The
second phase focuses essentially on the following steps:
- Make a data gathering and collect all pertinent information on a SSC (all PM
activities, historical data, design manuals and vendor recommendations, etc.)
- Group all PM tasks by component
- Find out their targeted failure modes, causes and degradation mechanism or
simply compare them to the component maintenance template.
- Make the recommendations on tasks (addition, deletion, scope modification,
interval increase / decrease) based on a logical and systematic approach ( compare
to vendor recommendations and expert judgments, verify SSC historical data,
emphasis on predictive tasks, etc).
Consequently, PMO gained more popularity due to its simplicity of use and reduced
costs. Project costs decreased significantly based on streamlining Functional and FMEA
analysis. PMO reached its maturity with the initiation of project EPRI PM basis Database
[10,11,12,13,14].
PM basis Database was developed in 1998 by EPRI. The team carrying out the project
was built of EPRI consultants, maintenance experts and manufacturers. They compiled
information on 60 generic components of 49 American nuclear power plant over 20 years
of nuclear experience. The database recommends optimal PM tasks, their intervals
according to: Criticality, Service conditions and duty cycle. It offers also an exhaustive
generic database helping to analyze degradation mechanisms, stress factors, failure
timing, discovering preventive opportunity, etc (Figure 1).
Figure 1: Degradation Mechanisms and Maintenance tasks relationship
5 – A-913 Equipment Reliability Process
A whole Equipment Reliability process deals with preserving operational reliability level
asymptotic to the intrinsic reliability level defined in the design stage of the equipment.
However, PMO process demonstrated limits to achieve this ambitious objective. The lack
is caused by overlooking the integration of several PM related activities essential to
preserve high equipment reliability.
Degradation
location
Degradation
mechanism
Degradation
influence
Degradation
progression
Failure
timing
Maintenance
task
6. Page 5 of 10
In March 2000, World Association of Nuclear Operators (WANO) and Institute of
Nuclear Power Operations (INPO) worked out a generic Equipment Reliability Process
entitled AP-913 [3]. AP-913 is a process integrating 6 principal activities:
- Scooping and Identification of Critical components.
- Performance Monitoring.
- Corrective Actions.
- Continuing Equipment Reliability Improvement (analogous to a Preventive
Maintenance Optimization).
- Long –Term Planning and Life Cycle Management.
- PM Implementation.
Numerous North American nuclear power plants have been trying to implement this new
process through the modification and the improvement of their own processes [15].
Regarding Canadian perspectives, AP-913 answers without additional efforts the greater
part of S-98 reliability program requirements (CNSC). The AP-913 implementation was
also facilitated through the use of EPRI PM basis Database.
6 – G2 Equipment Reliability Process
The Gentilly 2 Nuclear Power Plant already possesses its reliability and maintenance
program. However, based on new knowledge and tendencies presented above, the plant
management wants to optimize these programs. This approach should allow to:
- Rationalize and optimize maintenance activities.
- Monitor Systems, Structures and components degradations before point of failure
(inside PF interval).
- Make a living equipment reliability process through internal and external
experience feedback.
A project is created and conducted to reengineer and provide a new process able to fit:
- G2 reliability and maintenance needs.
- WANO best practices requirements.
- CNSC regulatory requirements.
- State of the art knowledge in Preventive Maintenance Optimization in nuclear
industry.
The new G2 Equipment Reliability Process is composed of three principal activities
based on:
1- Preventive Maintenance Optimization PMO.
2- Performance monitoring.
3- Living program
The PMO process has been so far the first targeted activity by the management. The
different steps of the PMO process were defined and the action plan was scheduled
specially for I&C components in first. The approach adopted was as follow:
Stage one:
Efforts are focused on the optimization of the existing PM program. All equipments
targeted are in the Preventive Master Equipment List (PMEL). After 20 years of
operating experience at G2, PM activities are mature enough to address degradation
mechanisms causing important functional failures.
7. Page 6 of 10
Stage two:
Efforts are focused on equipments in the Master Equipment List (MEL) but not covered
by PM activities. The aim of this phase is to make sure that all important equipments of
this list are covered by appropriate PM activities.
However, the following steps have to be previously completed:
- Define"G2 Criticality Criteria" for components and align them to both AP-913
and "EPRI Criticality Criteria".
- Work out a "Decisional Logic Diagram" for the "G2 PMO process".
- Make a model for "G2 PM basis".
- Create "As-Found Conditions" codes for equipments at G2.
- Develop a database to support all those activities.
Flowchart of this process is shown in figure 2. Some routine activities are performed in a
systematic way every week as follows:
1- PM Tasks Priorization and Components Selection (1.1): Select PM bundles
fixed in the schedule. Priories PM tasks based on "lowest interval criteria" to
define components list of the week. Other criteria may be considered to close the
list (example: consider identical components) in order to ensure a fast
optimization and a quick win approach.
2- Data Collection (1.2): Collect information and data on selected components such
as: PM tasks, historical data, vendor’s recommendations, EPRI Maintenance
Template, general references (EPRI, WANO, SOER, etc).
3- Component Criticality Analysis (1.3): Evaluate components criticality and
define list of Critical, Non Critical and Run to Failure (RTF) I&C components
according to G2 criticality criteria.
4- PM Tasks Elimination (1.4): For RTF components eliminate PM tasks.
5- Service Conditions and duty Cycle evaluation (1.5): For Critical and Non
Critical components evaluate Service Conditions and Duty Cycle using EPRI
criteria [11].
6- G2 Decisional Logic and PM Tasks Comparison (1.6): Apply G2 Decisional
Logic (proper to PMO project scope):
a. Make comparison (task interval and/or scope) between current G2 PM
tasks and those proposed by EPRI PM Basis Database and other internal
land external sources.
b. Consult corrective and preventive work history done on the component for
the last years (10 years for I&C).
c. Consult general references (EPRI, WANO, SOER, etc.) if necessary.
d. Make change on interval and / or scope of PM tasks based on
recommendations such as EPRI Templates Maintenance, component
history, vendors PM programs, external experience and expert judgements.
Plan changes on PM tasks scopes in next step to accelerate the quick win
process.
e. Emphases on the use of predictive maintenance technologies if possible
and priories such tasks for Non Critical Components to manage risk.
8. Page 7 of 10
f. Add new PM tasks if necessary based on component historical data
(dominant failure modes and degradation mechanisms experienced in the
past at G2 and not targeted by PM tasks) and on external experience
feedback (Serious failure modes and degradation mechanisms experienced
elsewhere and not targeted by PM tasks at G2).
7- Process results documentation (1.7): Document all steps of the process and the
results.
8- Action plans definition (1.8): Ensure definition of action plans and PM
modifications to support implementation.
The success of PMO process implementation is conditional to ensuring the two essential
activities of the whole G2 Equipment Reliability Process:
- Performance Monitoring (2): Defining Monitoring Plans, Component
Performance Monitoring through Degradation Indicators, Cross-Systems
Analysis, Indirect Monitoring through Maintenance and Reliability Ratios.
- PM implementation and "Living Program" (3): Follow-up action plans,
Corrective actions and apparent/root cause analysis, equipment as-found
conditions, equipment performance criteria adjustment and finally measure PMO
process performance and associated profits.
9. Page 8 of 10
Figure 2: PMO Process Flowchart at G2
G2 Equipement Reliability Process
1-Preventive Maitenance Optimization
(PMO)
1.1- PM tasks
priorization and
components
selection
1.2- Data
Collection
1.3- Component
Criticality
Analysis
1.4- RTF
components:
PM tasks
elimination
1.5- Service
Conditions and
duty Cycle
evaluation
1.6- G2
Decisional Logic
and PM tasks
comparison
2- Performance Monitoring
1.7- Process
results
documentation
1.8- Action plans
definition
3- PM implementation and
Living program
7 – Gaps analysis and PMO project action plan
A gap analysis was carried out with WANO technical assistance for improving
preventive maintenance and equipment reliability. This analysis allowed to:
- Evaluate G2 reliability related processes according to AP-913 activities. This
action helped to confirm the steps defined by the G-2 Generic Equipment
Reliability Process.
- Determine the action plan for the PMO process: I&C components are first
analyzed because they are considered as a potential source of improvement .
PMO project is synchronized with Maintenance Schedule and begins with more frequent
PM tasks (weekly PM tasks first) two meetings per week. Principal project elements such
as team structure, schedule and process performance indicators are as follows:
10. Page 9 of 10
Team structure
- Process owner: Technical services.
- System engineers: Concerned by PM scheduled in 16 weeks.
- Reliability engineer (safety aspect): PMO coordinator.
- Reliability engineer (maintenance aspect): Maintenance advisor.
- Component engineer: Component expert.
- Maintenance supervisor: I&C Supervisor.
- Maintenance scheduler.
Schedule
- At T-16:
System engineers identify criticality (AP-913) and technical basis.
Reliability identifies criticality (S-98) and Maintenance Templates.
Maintenance reviews files (history) and scope.
Maintenance scheduler reviews criticality.
- At T-15: PMO team meeting: review and recommendations.
- At T-14: Risk decision by Technical Service Manager.
- At T-13: System engineers review PM tasks and updates Computerized
Maintenance Management System (SGE & SIE).
- At T-12: Modify schedule, if frequency reduced or PM task removed (RTF).
- At T-0: Execute I&C PM tasks and document As-found condition.
- At T+1: Feed back for As-found Condition (next PMO team meeting).
Process performance indicators
- Number of man-hours spent on PM (monthly, annualized).
- Number of man-hours spent on corrective maintenance (for non R-T-F).
- Number of PM task optimized, dropped, added, frequency reduced, frequency
increased.
- Review nuclear safety comity indicators.
- Review improvement comity indictors to ensure reliability and nuclear safety.
8 – Conclusion
G-2 has defined its specific Equipment Reliability Process witch will help optimizing the
preventive maintenance program especially after increasing outage intervals. This
Equipment Reliability Process is based on the integration of a broad range of equipment
reliability activities. It has the ability to discover equipment degradations “As-found
equipment conditions” before the failure occurrence, to rationalize and optimize
preventive maintenance activities and to monitor equipment and system. All those
activities were integrated into the living program, which is constantly updated through
internal and external experience feedback.
In general, the use of an Equipment Reliability Process to optimize preventive
maintenance is considered very important for aging nuclear power plants such as G 2 and
for the nuclear industry in general. The need to measure, maintain and optimize
equipment reliability led quickly to a world tendency in general and particularly in the
North American Nuclear Industry. This tendency was confirmed by the elaboration of
generic processes (AP-913 of World Association of Nuclear Operators), best practices
methods (Streamlined RCM and Preventive Maintenance Optimization projects),
11. Page 10 of 10
confirmed tools (EPRI PM basis Database) and regulatory requirements (Reliability
Program S-98 of CCSN).
In conclusion, the use of EPRI PM Database will help to evaluate results and will be an
essential tool to implement in the future in a practical way, such a process.
References
1- Vaillancourt R., D. KOMLJENOVIC, Assessment of the impact on safety with regard
to change in outage interval from 12 to 18 or 24 months at gentilly-2 nuclear
generating station, CNS 2003.
2- Commission Canadienne de Sûreté Nucléaire, Norme d'application de la
réglementation S-98, Programme de fiabilité pour les centrales nucléaires,
Ottawa, 2001.
3- INPO, Equipment Reliability Process Description, AP-913, Rev. 1, March 2001.
4- EPRI, Comprehensive Low-Cost Reliability Centered Maintenance , EPRI TR –
105365 September 1995.
5- Moubray J., Reliability Centered Maintenance, Industrial Press, April 1997.
6- Zwingelstein G., La Maintenance basée sur la fiabilité - Guide pratique
d'application de la RCM, HERMES, 1996.
7- Messaoudi D., G. Abdul-Nour, La maintenance basée sur la fiabilité, Université
du Québec à Trois-Rivières, April 2003.
8- Laurence J. (Fractal Solutions, Inc), Improving Equipment Reliability and Plant
Efficiency through PM Optimization, 1998.
9- Turner S. (OMCS International), Introducing PM Optimization: A Tool for
Getting Design and Maintenance Right First Time.
10- EPRI, The EPRI PM Basis Database, Version 4, EPRI TR-106857, November
1998.
11- EPRI, PM Basis Version 5.0 with Vulnerability Analysis Module, EPRI TR-
1009275, 2003.
12- EPRI, The EPRI PM Basis Database: User Manual, EPRI Product 100148,
January 2001.
13- EPRI, Reliability and Preventive Maintenance: Balancing Risk and Reliability:
For Maintenance and Reliability Professionals at Nuclear Power Plants, EPRI
Product 1002936, 2002.
14- EPRI, “Guide for Predicting Long-Term Reliability of Nuclear Power Plant
Systems, Structures and Components”, EPRI, Palo Alto, CA, and Wolf Creek
Nuclear Operating Company, Burlington, KS: 2002.1002954.
15- EPRI, AP-913 Industry Capabilities Gap Analysis Results, EPRI Product
1003478 Palo Alto, 2002.
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