1. Ensuring Quality During Major Refurbishment of Darlington’s Nuclear Generating Station
Imtiaz Malek, Director Quality Management, Darlington Refurbishment Execution
Grant Colaiacovo, P. Eng., Senior Advisor, Darlington Refurbishment Execution
2017 Nuclear Oversight Conference

2. Agenda Darlington Nuclear Generating Station Site Why Refurbishment
Overall Refurbishment Schedule
Quality Management Function
Approach to Quality Surveillance
Effectiveness & Learning
Summary
Questions

3. Darlington Nuclear Generating Site
Top Performing Nuclear Generating Station:
Four-Unit Generating Station, placed in-service 1993
Darlington units are the newest generation of CANDU units in our fleet
A leading CANDU operating station worldwide with strong reliability and performance
Station condition is excellent
3,524 MW net output
17-20% of Ontario’s demand
Enough power for two million homes
Clean, safe, reliable electricity

4. Why Refurbishment
In June 2006, the Government of Ontario directed OPG to begin technical feasibility studies on refurbishing its existing nuclear plants.
Mid-life refurbishment one aspect of design; pressure tubes and feeder pipes need to be replaced.
30 more years of clean, safe, reliable, GHG–free base-load energy from high performing asset.
Support the Ontario nuclear industry, including its supply chain, and grow Ontario’s capability to support nuclear industry.
Provide economic benefits, long-term employment opportunities:
Up to 11,800 workers at peak,
Direct and indirect business opportunities,
Ongoing operational staffing.

5. Overall Refurbishment Schedule

6. Overall schedule……….Cont’d
The Execution work is divided into 4 segments:
Lead in Segment
Removal Segment
Inspection and Installation Segment
Lead out segment, Return to service
SEGMENT 1: Lead In (October 2016-June 2017)
Shutdown & defuel Reactor Core
Island Unit 2 from DNGS Operating Units
Do containment pressure test after isolating Unit 2 for refurbishment
Conventional side layup
Primary Heat Transport System vacuum dry

7. Overall Schedule……..Cont’d
SEGMENT 2: Removal (June 2017 to June 2018)
Opening Airlock doors
Start reactor disassembly
Moderator drain and dry
Vault set up & feeder removal preparations
Various Vault projects
Primary side SG layup
Currently on schedule, but costs are higher & contingency is being used

8. Quality Management Mandate

9. Quality Management Function
Project Managers
Scope of Work
Schedule
Cost
Quality
Accountability
Vendors & their sub-contractors
Director DNR Quality Management
DNR Quality Plan
Overall Quality Surveillance and Escalation of Issues
Nuclear Management System
Vendor Quality Program
Assurance
Nuclear Oversight
Internal Audit
Supply Chain(SCQS)
Procurement
Engineering
Construction
Commissioning
Records & Configuration Management
Regulatory Interface
Risk
External
(Regulatory, NSRB, WANO)
Managed System Oversight

10. Quality Management Function, Cont’d

11. Quality Management Function, Cont’d
We are an organization within Darlington Refurbishment Execution
What we do:
Vendor QA...……………………QM watch, educate, collaborate, encourage
Project Directors.……………QM provide recommendations for solutions to quality problems
Construction Support.……. QM has Civil, Mechanical, Electrical technicians doing QS
Protect the Project
QS sampling - From initial Engineering to Procurement, Construction, Commissioning and Configuration Control for Return to Service
Coordinate
Engineering QA.………………………………………very helpful, very useful
Supply Chain.…………………………………………...not so much
Field engineering & Vendors………….Need to progress to improve co-ordinations
Vendor QA.…………………………………….Not as good as we thought

12. Quality Management Function, Cont’d
Support
Report to Project Directors and escalate to SVP Execution
Improve Profile of QA within the Project & Vendors …ownership issues
Ownership by vendors on Review OPEX and Low level trends
Identify & help resolve
Expectation is QM provides “quality conscience”: Provide details of Quality issues & possible solutions
Support Vendors
VENDM, Welding rods, ITPs, QS/QC resources, documentation,
Regulatory Interface
TSSA, CNSC (IIP, Inspections, Strategy on responses)
Uncover issues internal to the project and correct before external oversight

13. Approach to Quality Surveillance
Surveillance activities to focus on:
Engineering
Documentation, Analysis quality, checks on quality of design, closeout
Regulatory items
4 Regulatory Hold Points
Protocol, Management of CNSC Inspections
Integrated Implementation Plan (IIP)
Co-ordinate TSSA activities for Pressure boundary work
Other Production and Reliability related project items
All 9 Restart Hold Points
Impediments to Breaker Open & Breaker Closed
QM Focus Post Breaker Open:
Quality of Vendor execution of work
Documentation control,
Regulatory reporting, strength of vendor QC staff
Support and collaboration

14. Approach to Quality Surveillance, Cont’d
Vendors
Vendors
E P C
OPG
Matrix Orgs
Project Directors
OPEX
Executive
Fleet Benchmarks
QM Integration

15. Effectiveness & Learning
Self Assessment
Pre test period of Procedures, ……has been difficult, access to worksite, review of procedures and ITPs as the work progresses, use of ‘Tablets’
Size of Organization; Keeping it small, however experience shows consolidation of various groups required
Effectiveness of QM: internal scorecard being developed, scope of QS
Benchmarking (Bruce Power, New Brunswick Power, Vogtle 3 & 4)
NBP, WATTS BAR, CB & I, Bruce Power
Things that went wrong, effective processes
Regulatory Interface, Documentation
OPEX
Reviewing events & Low level trending daily, weekly feedback to PDs
Vendor processes for trending events and taking corrective actions….poor
Vendor QA & Interface with QM
Weekly discussion of specific issues……………..relations improving
Timely notification & resolution of issues……….require face to face discussion and negotiation of resolution, we get “what do you want me to do”

16. Effectiveness & Learning, Cont’d
Paperless approach to Records: Requires educating various groups on the use of available systems
ITP Quality: Requires work, training to improve, but still a chronic problem
Readiness to execute (TSSA, Vendors): Resources & experience
Quality of Execution: production of records, culture of reporting, “new to Nuclear”
Safety Culture: beer bottles, driving behavior on site, food
Critical tasks in P6: schedule adherence & observations difficult
Documentation Control: Training & awareness workshops etc
Regulatory commitments: Have control, but implementation difficult
Access to field: timely review and access to field documentation still a problem
Management expectations: “be specific, come to me with solutions not problems”

17. Identify early, implement correction and prevent recurrence
Summary
What does QM do for Darlington Refurbishment?
Look after key issues that could derail the project in Quality & Return to service
Maintain oversight of configuration management (paper and plant)
Review of safety significant and regulatory items from cradle to grave
Quality checks of Integrated Implementation Plan for regulatory interface per the licensing basis
Escalate and alert organization early on quality issues related to vendors, project, operation etc. by means of a watchlist
Coordinate in an efficient manner with other internal and external assessment groups
Being specific to work associated with each Project Director
Identify early, implement correction and prevent recurrence