Rolls-Royce Inventory Pooling Meeting · ... INPO Bob Leone, ... –Updated guidance may adopt the...

© 2016 Electric Power Research Institute, Inc. All rights reserved.

Marc H. Tannenbaum

Technical Leader, EPRI

RAPID

Clearwater Beach, Florida

May16, 2016

EPRI Update

2


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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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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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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“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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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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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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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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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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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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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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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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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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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

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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



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)

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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

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Diablo Canyon Critical Spares Metrics

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Diablo Canyon Critical Spares Metrics

FLOCS = Functional Location of Critical Spare / Equipment ID

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