ML20091L789
| ML20091L789 | |
| Person / Time | |
|---|---|
| Site: | Vogtle  |
| Issue date: | 07/03/1991 |
| From: | Swartzwelder GEORGIA POWER CO. |
| To: | |
| Shared Package | |
| ML20091B437 | List: |
| References | |
| 29537-C, NUDOCS 9201280239 | |
| Download: ML20091L789 (18) | |
Text
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OUTAGE SCHEDULING i
1.0 PURPOSE 1.1 The purpose of this procedure is to identify the various outage schedules and the relations between ,
these schedules (i.e., Planned Outage, Maintenance Outage, Forced Outage, and Long Range Schedules).
1.2 This procedure identifies the sources of data, tools ;
and methodologies requirements for various to be schedules. used, and the core reporting )
1.3 This procedure identifies the organi:ations, relationships, and responsibilities associated with Outage Scheduling. ;
t NOTE This procedure does not address 'I the efforts required to support rapid recovery trips.
2.0 DEFINITIONS .
2.1 SCHEDULE DATABASE
- A computer' resident accumulation of data for use- in the calculation and analysis of.various schedules.
2.2 VRAGNET
- A graphic representation of activities and '
relationships associated with the components of a job. .
2.3 .
- 0UTAGE WORK-PACKAGE A work pe rform.order package which requires .an outage to i
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2.4 REFUELING OUTAGE SCOPE The scope of a refueling outage is the list major activities that are of all associated outage. This list to be performed during the on all major components, programs, includes the planned work and significant inspections /surveillances. The list the number of approved design changes and anticipatedwill also identify corrective maintenance MWO's, preventative maintenance MWO's, and technical specification surveillances.
2.5 REFUELING OUTAGE BUDGET The " refueling outage budget" the outage Budget. scope activities forisinclusion the estimated in enecost 0 & of M
The estimate is prepared by the Manager Outages Se rvice s and Planning and submitted to Financial ,
for inclusion in the budgeting process. 4 2.6 NON-0UTAGE WORK PERIOD The spring or fall of a year when no refueling outage is scheduled.
3.0 RESPONSIBILITIF.S 3.1 VICE-PRESIDENT NUCLEAR - VOGTLE PROJECT The scope of refueling outages and changes thereto are approved Project. by the Vice-President Nuclear - Vogtle Typically, prior to the affected unitthis approval being shutis granted down for 12the months outage.
Approvals may be granted by telephone, but should be followed up by written correspondence to enhance communication accuracy.
3.2 GENERAL MANAGER - NUCLEAR PLANT (GMNP)
The GMNP, or designee, has responsibility for:
3.2.1 Overall responsibility for all outage management, planning, and scheduling.
3.2.2 Approval of the scope of planned maintenance outages.
3.2.3 Approval of refueling and planned outage schedules.
3.2.4 Development of refueling outage scope.
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VEGP 2V537-C 5 3 of IF 3.3 ASSISTANT GENERAL MANAGER
- PLANT OPERATIONS (AGMPO)
The ACM has responsibility for:
3.3.1 Providing direction and setting policy to ensure effective outage management, planning, and scheduling.
3.3.2 Approval of the scope of planned maintenance outages.
3.3.3 Approval of refueling and planned maintenance outage schedules.
3.3.4 Development of the refueling outage scope.
3.4 MANAGER OUTAGES AND PL.NNING (MOP)
The MOP has responsibility for:
3.4.1 Establishing guidelines for developing the scope of all planned outages as well as approval authority for outage scope.
3.4.2 Approval authority for all Planned Outage, Maintenance Outage, and Forcud Outage Schedules.
3.4.3 Establishing goals for development and implementation of outage schedules.
3.4.4 -
Ensuring that all departments support the goals established for the development and implementation of outage schedules.
3.4.5 Obtaining approval for significant scope changes for refueling outages.
3.5 OUTAGE SCHEDULING SUPERVISOR (OSS)
The OSS has responsibility for:
3.5.1 Ensuring development and implementation of schedules for all outages other than thos related to rapid-recovery trips .
3.5.2 Determining the scope of the five year plan and coordinating efforts required to meet the goals set forth in the five year plan.
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3.5.3 The OSS and the Supervisor Work Planning & Controls determine the specific scope of an cutage. I 3.5.4 k Reviewing Outage Schedule Change Requests (Figure 1) !
for impact on outage schedules and identifying potential scope changes to the MOP. -!
3.5.5 Supervising data assembly and conversion activities tequired to develop a schedule. j 3.5.6 Development and issuance of schedules and reports designed.to support the pre-outage and outage requirements of all cognizant departments and j annagement.
3.5.7 - Preparation of post-outage reports.
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3.6 SUPERVISOR WORK PLANNING & CONTROLS (SWPC)
The SWPC has responsibility for:
3.6.1 Issuing and packaging technical'specificarton task sheets, ;
3.6.2 , Issuing and packing outage preventive maintenance MW0s. i 3.6.3 Classifying and packaging outage corrective maintenance MW0s.
3.6.4 -change Prepara fragnets for the implementation of design packages. '
3.6 -5
-change.
Issuing packages.
and packaging-MW0s to implement approved design 3.6.6 Prepare clearances to support refueling outage work,
- 3.6.7 Processing-Outage Schedule Change Requests!(Figurs t to-identify-needed resources, materials, clearance r and assessing the risk of delsying the-work to future i system-or refueling outages. '
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i 4.0 OUTAGE SCHEDULING 4.1 GENERAL There are four principal categories of schedules covered by the term " Outage Scheduling": Long-Range.
Maintenauie. Planned Outage, and Forced Outage. The Maintena..co. Planned, and Forced-Outage Schedules are j comprised of details at the working level and can be used by supervisors and foremen for identifying and ,
assessing daily work requirements. The long-range !
schedules are summary-level schedules used for coordination of Engineering. Procurement, and other preparatory activities required to support the plant's outages and non outage work periods.
All of the schedules addressed in this procedure are compilations of data provided to the Outage Scheduling Supervisor in the form of fragnets or reports.
Development various departments. of these fragnets is the responsibility of Upon receipt of fragnets. Outage Scheduling integrates them into the appropriate schedule database with the appropriate relationships.
the resulting database is then used in producing the schedules and analyses required to support all users from foremen to senior management.
4.1.1 Schedules are structured in a hierarchical manner both within a particular schedule and between the various schedules. The hierarchical position (level) of any schedule is governed by the amount of detail included in the schedule. There are four levels of schedules:
4.1.1.1 A Level I Schedule is a Milestone Schedule which I establishes targets for plant-wide activities (i.e.,
Start Planned Outage) and is used principally at the 1
management level for external coordination.
4.1.1.2 A Level II Schedule is a System-Level Summary Schedule which identifies the general time frame in which work is being accomplished on any particular system but does not provide any detail about what work is being accomplished or of the intensity of the work. This level of schedule is targeted at Supervision / Management 1
and provides a broad view of the progress of an outage,
ce m VEGP 29537-C 5 6 of 18 4.1.1.3 A Level III Schedule is a Job-Order-Level Summary 3chedule which identifies all work authorizing documents to be accomplished during the outage and the time frame in which work is to be performed but does not provide information about the detailed steps required to accomplish the task. This level of schedule is targeted at department-level supervision and contractor organisations, and provides a comprehensive picture of the scope and progress of an outage w~.hout the intricate details of each task.
4.1.1.4 A Level IV Schedule is the Base Schedute aind represents all of the detail included in the schedule database.
This schedule is the basis for all of the above and is the source of analyses related to critical path, manpower requirements, etc. This schedule is intended for use at the foreman level of supervision and is issued only as window working schedules because of the ,
i extensive work detail included in this level of schedule.
4.1.'.5 All four levels of schedule apply to Planned. '
Maintenance, and Forced-Outage Schedules, but only Levels I & II apply to long range schedules because of their underlying summary nature.
4.1.2 Long-Range and Outage Scheduling involve the identification, analysis, and planning of major non-operating activities related to unit outages. They also involve the compilation of information on tasks from numerous sources.
The principal sources of tasks which are included in these schedules are:
- a. Nuclear fuels analysis which governs the time between refuelings,
- b. Inservice inspection plan which identifies major inspection and testing requirements,
- c. Design Change Requests Log which identifies approved and prospective modifications to the design of the plant,
- d. Surveillance testing program which identifies testing commitments defined in the plant technical specifications,
- e. Commitment tracking which identifies external commitments, 1
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Nuclear Plant Maintenance Information System (NPMIS) which identifies preventive maintenance and corrective maintenance tasks which must be accomplished to ensure plant reliability,
- g. Operational activities such as startup and shutdown logic.
As data is accumulated from these various sources, it is input to the schedule database where it is used to generate both long range and outage schedules.
4.2 FORCED OUTAGE SCHEDULE 4.2.1 During the course of normal plant operations, certain tasks must be deferred while the plant is operating at power; some of these can be accomplished in relatively short periods of time or would preclude the unit from ,
I returning to power in the event of a unit trip. The forced outage schedule is a vehicle for the contingency l
j plans required to accomplish this wotk and is intended to maximize the use of any unplanned unit down time.
4.2.2 Work Planning and Controls has responsibility for identifying those Maintenance Work Orders (MWO's) which require an outage to perform. Once an MWO has been identified as " Outage ', it is preplanned and a work order package is developed which includes all of the information required to perform the work (example:
drawings, material staging location, procedures). For complex work, a detailed fragnet is also provided by Work Planning which delineates the steps required to complete the tasks, the duration and manpower required by each step, and any support requirements.
The information provided on the fragnet, along with information on mat 6 rial requisitions, clearances ,
radiological work permit requirements, and other associated data are added to the scheduling database by the Outage Planning Department.
4.2.3 Use of the schedule database allows a routine analysis of the available outage work and results in the issue of a forced outage schedule on a weekly basis. This schedule identifies all outage MWO's which could be performed during an unscheduled outage based on the plant mode requirements (e.g., all work which would be performed if the plant-were brought to mode 4). The work included in the schedule is reviewed and prioritized weekly by an Operations Superintendent.
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A Level III Schedule is approved by the Cutage Scheduling the Operations Supervisor, Unit Superintendent, after review and concurrence by and issued each ;
week taking into consideration any additional work which is identified.
4.2.4 When a forced-outage begins, a determination is made on .
the expected duration and what plant conditions will be maintained during the outage. This information is then used on theby the MOP outage worktoscope. decide upon limitations to be placed Once the limitations have been set, a revision of pre planned Schedule is issued.
During the course of the outage, Outage Planning maintains during shift the status of work via information obtained
- turnover meetings between key individuals identified by appropriate departments. The information gathered in these turnover meetings is compiled and input to the schedule database which in turn is used to recalculate the schedule to provide current forecasts and analyses of progress against the original targets.
4.2.5 At the conclusion of the outage, a post outage report is compiled b) ~he appropriate Unit. Scheduling Coordinator whu n identifies: !,
- a. Reason for the outage. I
- b. Scope of the outage as defined when it '
commenced (the initial scope includes the work associated with the repairs required as a result of the unit's forced outage and any MWO's pulled from the contingency schedule),
- c. Scopo' growth during the course of the outage, NOTE Scope growth for forced outages means the' additional MWO's that were worked which were neither on the original schedule, nor contained in the contingency schedule, nor part of the repair-work orders required to affect repairs required as a result of_the outage.
- d. Description / analysis of events which extended / altered the expected critical path, i
- e. Lessons learned during the outage.
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4.3 MAINTENANCE OUTAGES
- 4.3.1 When the requirements for a maintenance outage are !
identified, Outages and Planning begins the planning process required to prepare for it. This planning phase consists of a review of the tasks precipitating the requirement for an outage and all pending outage work. !
and Operations This review Departments. is done by the Outages & Planning L The results of this review duration, and start of the outage.scope, preliminary are used to establish the primary Af ter the preliminary analysis is completed, a Work Planning performed. effort similar to that described in 4.2.2 is : ,
As the planning progresses MWO's currently included in the forced outage schedule are identified for_ deferral to the Maintenance Outage and transferred into the Maintenance Outage Database. In addition to MWO's,Request Change a review of surveillance tracking and Design Logs are conducted by the departments responsible for maintenance of the logs to identify any tasks which, by addition to the outage, may enhance future plant availability. The review is triggered by a request from Outage Planning, when required.
4.3.2 The designated outage leader may conduct meetings during the planning phase to refine the scope of the-outage and ensure coordination' of the preparatory tasks associated with the outage being planned. These preparatory tasks include identification, scheduling, and tracking of pre outage work activities. The commencement and frequency of these meetings, along with the MOP. the various. scope cutoff limits, are designated by 4.3.3 Development of the schedule is an iterative process based on-pre-established milettones (e.g., open
' generator circuit breakers & close generator circuit breakers), where preliminary information is used until a greaterprocess.
planning level of detail becomes available through the As the start of the Maintenance Outage approaches, the level of detail found-in the schedule increases and a more clear representation-of the key areas-and resource requirements becomes available.
i L 4.3.4 At-the conclusion of the outage,-a post-outage repor: ~
l is compiled by the Outage Scheduling Supervisor which l identifies the same items addressed in 4.2.5.
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. I 4.4 PLANNED OUTAGES
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i 4.4.1 i Maintenance Outages, as discussed in 4.3, are generally of short to moderate length with limited time available :
for pre-outage planning. Planned outages are cyclic !
and can be reliably scheduled. The ability to schedule an outage for a particular time frame with a moderate i to long duration allows for an outage with extensive scope and the use of manpower not normally available for short lead time outages. An extensive planning and scheduling effort is employed to maximize the amount and diversity of work which can be accomplished during the outage and minimize exposure to degraded safety system capability.
4.4.2 The process of developing-a planned outage schedule '
begins with establishing a core schedule with those ,
activities which must be accomplished during every -
planned outage and decisions on the methodology to be used for certain tasks. Le.sge risk management ,
concepts are employed to ensure anximizing availability I of fission product barriers, minimizing exposure to degraded safety system capability, maximizing availability of safety systen support functions, minimizing or eliminating the duration that the equipment hatch is required to be opened during ;
mid-loop operations, maximizing the electrical power i sources for the class lE busses, and providing temporary modifications to make available alternate means of providing support 1 functions when required.
The following items are examples of those contained in i the core-schedule:
- a. Fuel Shuffle Incore or in Fuel Pool
- b. Generic System Clearance Scheme
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- c. RCS Cleanup Method i
- d. Long-Cycle PM's and Surveillance Tests
- e. Inservice Inspection Requirements t
- f. - Shutdown, Layup, and Restart Scheme
- g. Mid-loop windows :
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- h. Defueled windows nrm---e., *r *
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11 of 18 The planning / scheduling of a Planned Outage starts well in advance of the outage to allow an appropriate lead time for engineering and procurement of materials and services and Majorfor the major tasks, such as Design Changes Maintenance.
4.4.3 Development of the schedule is an iterative process where preliminary information is used until a greater level of detail becomes available through the planning process.
As the start of the outage approaches, the level of detail found in the schedule increases and a better representation of the key areas and resource requirements becomes available.
A preliminary schedule is issued approximately six months prior to the start of the outage or at the direction of the MOP. This is a Level III Schedule identifying the expected scope of the outage and allows concerned parties to perform a preliminary evaluation of the viability and expected scope of the outage. At this point, the schedule should include all Preventative Maintenance Tasks. Surveillance Tasks, Design Change Packages, and Outage Corrective Maintenance form. Tasks identified to date in preliminary As new work is added to the schedule and schedule
- iterations occur, outage risk management concepts are used to evaluate the overall impact of any reduction of l
i safety system capability. The hierarchy in the l development and review process is to ensure compliance to plant technical specification, avoid limiting-conditions for operations (LCO's), identify for information any mode constraint LCO's, and consider outage risk management concepts over and above technical safety.
specifications to enhance radiological In' keeping with the principles of outage risk management and to enhance nuclear safety, Plant Manascaent has directed that three of the four electrical sources used to power the class 1-E, 4160 volt energency busses will b r available at all times when fuel is in the reactor vessel.
The schedule should also provide for a drain down during the defueled window. Unless directed otherwise, all routine RCS valve work will be scheduled during the drain down period in the defueled window. If work must i be scheduled during periods of reduced RCS inventory with irradiated fuel in the vessel, the time at reduced !
inventory should be minimized. ;
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Vith irradiated fuel in the reactor vessel and the RCS water if practical, elim.
level at mid-loop, scheduling should minimize or,
- n the time the equipment hatch is opened. Planning shoe avs maintain at least two fission product barriers autact when the RCS water level is at mid-loop with irradiated fuel in the reactor vessel. Contingencies should be considered for increasing the number of pathways through which water can be added to the RCS, i.e. maintain both trains of RHR cperable, olternate gravity feed pathways, installing temporary makeup systems, etc.
At the time the preliminary schedule is issued, the scope of the outage should be well defined and more detailed planning of the identified work becomes the key focus. Common work is collected and logically tied in the schedule. The system windows are used as a guide to add work to the schedule to ensure a system is only tagged out of service one time. Refinements are made to durations, manpower requirements, support needs, temporary facilities, etc. as maintenance completes walkdowns of the work. Reviews are conducted to ensure temporary modifications needed are identified, ALARA concepts are inco rporat ed ,
operability issues are addressed, technical specification compliance can be demonstrated, work areas are not congested, and special consideration is given to plant configurations resulting in reduced RCS coolant inven to ry . The schedule is resource constrained to levelize the demand on critical resources such as operators, polar crane, certain crafts, and supervision.
Prior to the scheduled start of a planned outage, Outage Planning, and Work Planning and Controls, jointly conduct a review of the jobs which are pending in the forced-outage schedule. All jobs which are selected during this review are then added to the Planned Outage database and included in the schedule.
At this time, the schedule is issued for review and the detailed work scope of the outage is frozen.
Approximately twu weeks are allowed for review and comment, after which the schedule is revised for approval by the MOP and department managers prior to final approval by the GMNP.
VEGP 29537-C 5 I 1 f 13 of 18 l
4.4.4 The Outage Scheduling Supervisor will conduct meetings during the planning phase to define the detailed kork scope of the outage and ensure coordination of the preparatory tasks associated with the outage being planned. These preparatory tasks include identification, scheduling, and tracking of pre-outage work activities.
The commencement and frequency of these meetings, along with the various scope cutoff limits, are designated by the MOP.
4.4.5 At the conclusion of the outage, a post outage report is compiled by the Outage Scheduling Supervisor which identifies the same items addressed in 4.2.5.
4.5 LONC-RANCE SCHEDULES 4.5.1 Unlike the outage schedules discussed above, the Long-Range Schedule is not a detailed schedule. The main purpose of the Long-Range Schedule is to coordinate design change package work and to ensure that preparations for significant outages are properly coordinated.
4.5.2 The Level I Long-Range Schedule consists of milestones for each refueling and other plant-wide evolutions.
This document is issued semiaanually and is used principally for coordination of outages by GPC.
4.5.3
- The Level II Long-Range Schedule consists of summary activities for:
during a refueling, major items major which budget capital must beactivities completed which will be performed during normal plant operation, engineering required to support capital or outage activities, and coordination events such as emergency preparedness drills. Level II Long-Range Schedules are
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issued at the request of management.
4.6 SCOPE CONTROL 4.6.1 Scope Centrol for Forced-Outage Schedules consists of two separate phases.
4.6.1.1 The first phase of scope control associated with Forced Outage Schedules is performed by Operations Department and Work Planning and Controls during the work order preplanning process.
of the workability of the This control task basedisupon a determination the availability of materials, engineering, and other support requirements.
The available tasks are then reviewed by all Departments. Once the review is completed and a work list of tasks are available Outage Scheduling will then develop a Level III schedule.
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" 4.6.1.2 The second phase is performed af ter the outage has 1
commenced based upon the plant conditions to be maintained and the expected duration of the outage.
Recommendations on scope limitations in the second phase are mada to the MOP by Operations, Maintenance, Work Planning and Controls, Engineering, and Outage Planning.
4.6.1.3 Once the scope has been approved by the MOP, all l requests for additions to the scope of the outage must be submitted to the MOP via Work Planning & Controls, and Outage Scheduling, Request (OSCR) (Figure on 1). an Design Outage Schedule Change Change Package (DCP) scope is controlled by corporate using a "Worklist Revision Form" similar to the one shown in figure 2.
The MW0s used to implement DCP scope changes should still be routed through he OSCR program to maintain proper site documentation. Work Planning & Controls will review the job to determine if it can be accomplished from a technical standpoint and is of significant importance to warrant addition to the work scope of the outage. Work Planning & Controls determines che resources and materials needed and assesses the risk of delaying the work to a future system or refueling outage. The Supervisor Work Planning & Controls either disapproves the schedule change request and returns it to the originator or recommends approval and forwards the request to Outage Scheduling Supervisor for schedule analysis. Outage Scheduling Supervisor reviews the raquest for relation to the critical path and impact on resource requirements.
After analysis, the Outage Scheduling Supervisor ensures appropriate ana~yses are noted on the form, recommends either approval or disapproval, and forwards the form to the MOP. If Supervisor Work Planning & Controls and the Outage Scheduling Supervisor approval.
concur, the OSCR does not require MOP All disapprovals will be concurred with by the Operations Unit Superintendent.
4.6.2 Scope control for Maintenance and Planned Outages follows the same process as for For wJ n utages except Phase 2 is implemented prior to the start of the outage at the direction of the MOP. Although the scope control for refueling outages is the same as described above, the refueling outage scope and major changes thereto are approved by the Vice-President, Nuclear-Vogtle Project. -
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h 4.6.3 Scope control as defined in 4.6.1 does not apply to i Long-Range Schedules. j The only limitations on scope control in Long-Range Schedules are in the general guidelines established for inclusion in the Long-Range 1
Schedule. (
4.7 !
SCHEDULE STATUS 4.7.1 After an catage commences, the schedule is statused on a daily basis management. and reports are issued to supervision and A shift turnover status meeting will be conducted turnover.
in the outage war room at each shift Shift Manager or the Duty Outage Supervisor.This meetin Representatives of each department / discipline are required to attend and be prepared to re of all activities which are in progress, port the status scheduled to start / finish/ expected.
encountered but not yet started / finished, and problems This status start / finish time and remaining should time consist required to of a complete the task for each detailed activity within their respective responsibilities.
4.7.2 Daily, or at the direction of the MOP, Outage Scheduling of the progress willmade prepare status reports with an analysis against the original targets established for the outage, identify problem areas which have arisen or been resolved since the previous report,takes which and generate place. a summary of the scope growth 4.7.3 After an outage has been completed, Outage Scheduling will compile a Post-Outage Report to address schedule pe rf o rmance (target vs actual), scope growth, and lessons learned based upon input from all concerned parties.
4.7.4 Long-Range Schedules are updated as events occur or on a semi-annual basis at a minimum.
5.0 REFERENCE 1 5.1 PROCEDURES 5.1.1 00350-C, " Work Request Program" i 5.1.2 00400-C, " Plant Design Control" l
5.1.3 00404-C, " Surveillance Test Program" 5.1.4 29402-C, "WPG Work Request Processing" l
emu 3 +ui VEGP 29537-C 5 16 of 18 5 .1. 5 29536-C, " Outage Management Program" 5.1.6 29539-C, 'Long-Range Planning" END OF PROCEDURE TEXT
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