1. Improvement of TEPCO’s ALARA Process
Shiro TAKAHIRA
Tokyo Electric Power Company Radiation Protection Group
ISOE-ATC Symposium
October 12, 2006, Yuzawa, Niigata-pref., Japan
My name is ___
I am with ____
I am very pleased to have this opportunity to present TEPCO’s challenges of improving ALARA Program

2. Contents TEPCO situations Improvement of Process Improved Process
Exposure trends
ALARA activities
Improvement of Process
Objectives and Approach
Identifying gaps
Scope of Activities
Improved Process
Mid-/long-term dose target process
Outage dose target process
My presentation consists of three parts.
First, let me introduce TEPCO’s current exposure trends and conventional ALARA activities. You can see what is TEPCO’s measures for dose reduction and what is the situation of TEPCO.
Second, I will talk about our approach on improving ALARA program.
As you may know, most important thing for improving process is that identifying gaps between as-is process and to-be process.
We have realized a couple of gaps to fill with by improving as-is process.
Third, I will show you the two improved process of Mid-/long-term dose target process and Outage dose target process

3. Profile - Location
Fist of all, I would like to show you an outline of our company and plants
In Japan, there are ten regional power companies supply electricity to customer.
TEPCO supply electricity to Kanto area including Tokyo.The population in this area is about 44 million.
Our share of electric sales is approximately one- third of total electricity sales.
Number of employee is about 38,000.

4. TEPCO’s Nuclear Power Plants
17 BWRs including 2 ABWRs
(total capacity 17,308MWe)
- 28% of generation capacity
- 33% of generated electricity
(FY 2004)
As for nuclear power generation, TEPCO has three power stations, 1F,2F,KK.
We have 17 BWRs, and total capacity is 17,308MW which is approximately 30% of TEPCO’s total generation capacity in 2004

5. TEPCO’s Nuclear Power Plants
Commercial
Capacity
Unit
Type
Operation　Start
(MW)
No.1
BWR-3
460
Mar.1971
No.2
BWR-4
784
Jul.1974
Fukushima
No.3
BWR-4
784
Mar.1976
Daiichi(1F)
No.4
BWR-4
784
Oct.1978
No.5
BWR-4
784
Apr.1978
No.6
BWR-5
1100
Oct.1979
No.1
BWR-5
1100
Apr.1982
Fukushima
No.2
BWR-5
1100
Feb.1984
Daini(2F)
No.3
BWR-5
1100
Jun.1985
No.4
BWR-5
1100
Aug.1987
No.1
BWR-5
1100
Sep.1985
No.2
BWR-5
1100
Sep.1990
This slide shows profile of TEPCO’s BWRs.
The first plant 1F BWR3 started operation in 1971.
The latest Plant is ABWR Kasiwazaki unit 7 which started operation nine years ago
No.3
BWR-5
1100
Aug.1993
Kashiwazaki
No.4
BWR-5
1100
Aug.1994
Kariwa(KK)
No.5
BWR-5
1100
Apr.1990
No.6
ABWR
1356
Nov.1996
No.7
ABWR
1356
Jun.1997

6. Exposure Trends in TEPCO
Person-Sv
No. of Person
Fukushima Daiichi NPS
Fukushima Daini NPS
Kashiwazaki Kariwa NPS
First, let me explain our current situation with some slides.
This graph shows the trend of annual exposure dose and radiation workers in our three NPS.
These line shows the year that all plants of each site start operation.
The keys painted in red, green and blue colors are collective dose, the painted in white with dotted line are radiation workers.
By dose reduction measures, such as shielding, improvement of work method, and the application of optimum water chemistry and remote control device in high dose rate area, the collective dose in TEPCO decreases historically, but, it seems flat recently.
Radiation workers recently keep the same level as well.

7. TEPCO’S ALARA Activities
Radiation Field Control
Source term removal
Reduced corrosion products from feed water piping by injecting oxygen
Use of low-cobalt material
Use of weatherproof steel in component materials for feed water and condensate system
Dual condensate purification system
Flushing and Chemical Decon.
Shielding
Permanent shielding in PCV
Temporary shielding for high-radiation work
ALARA Management
We had made an great effort to reduce the dose rate by focusing on radiation field control and ALARA activities.
As for Radiation Field control measures, ___
As for ALARA management, RP employee have been working hard for reducing exposure.
RP put more weight on cost-effectivness for dose reduction measures than the system of ALARA.
This means that there has been no standard mechanism to promote the ALARA systematically and continuously .

8. Annual Collective Dose
Collective Dose in FY2005
(Person-Sv/yr・reactor)
Fukushima Daiichi（１Ｆ）
2.6
Fukushima Daini（２Ｆ）
1.1
Kashiwazaki Kariwa（ＫＫ）
1.3
This picture shows the trend of annual collective dose per unit.
Japan was the top level in the world in early ‘90s.
After that, you can see the occupational dose in Japanese NPPs has been the same level.
But, the other countries keep collective dose reducing.
As a result, Japan is the worst in these countries.
1F, the oldest station in TEPCO, is far from the Japanese Average.

9. Benchmarking
This picture shows the average collective dose ranking Chart in world BWRs.
To remove the effect of operating cycle, this compares collective dose three years’ average.
1F was the worst 3, 2F is in the 2nd quartile, kk is the 3rd quartile.
One of the reason is that there were many protective maintenance work and inspection in 2003.
I believe that this situation is the worst,
This graph could be a good driving force to improve our process.

10. More Efficiently and Effectively!
Objectives
Reshape ALARA Management by；
Reviewing ALARA management “As-Is” process
Identifying a gap between “As-Is” and “To-Be” process
Focusing on the interface between radiation protection and maintenance staff at work planning and post-outage steps
Improving current situation, we reshape ALARA management process by___
Objectives of this activity is to___
Incorporating ALARA Considerations into Job
More Efficiently and Effectively!

11. Approach The project team “Dose Target Control Peer Team” organized
Team Members
Leader : Radiation Protection Manager(H/O)
Permanent Members : Radiation Protection, Radiation Safety, Chemistry staff from H/O , 1F, 2F, KK
Temporary Members: Maintenance staff from H/O,1F, 2F, KK
To improve our ALARA program, we organized ___
The team members come from three station and head office with the specialty of RP, RS and chemistry.
Maintenance staff joined us to review the process

12. Identifying Gaps Lack of mid- and long-term target
Lack of inter-group communication between RP and maintenance group
Little RP staff involvement of work planning and post-job performance review
Little chance to identify good practice and to propose dose reduction measures for job
First, project team member did brainstorming our problem to identify gaps between AS-Is and To-Be process.
And the team decided the missing process and the most important to challenge with.
One is ___
Second is ___

13. Lack of Mid- / Long-term Target
Vision
Mid- and Long-term Dose Plan
Expectations from the management
(Division Director,Site President)
Projection of :
Each work dose
Outage dose
Annual dose
I would like to elaborate on Lack of Mid-/ Long-term target.
As-Is process, there is an annual dose plan in each station.
Annual dose plan is decided by past practice and work plan with the short-term expectation from the site board members.
But in a sense, annual dose plan is just a projection value, not a goal which TEPCO should aim for.
Then our team suggested that TEPCO should have medium- or long-term dose goal which TEPCO’s employee and affiliated workers to head for

14. Lack of Interface Maintenance RP Long-term plan Annual dose plans
Outage plan
RWA Review / approval
Review main work schedule
Weak Relations
Outage dose plan
Review detailed work schedule
Tracking dose
The second point is communication between RP and maintenance group at outage process.
The left side shows the outage maintenance process, the right side is the counterpart process of RP.
(Maintenance PDCA cycle), (RP PDCA cycle)
In TEPCO, maintenance work have been done by contractors. So the maintenance employee play a role of management part of the work.
The team found that there are especially two weak process from the viewpoint of communication.
RP should involve more positively to the maintenance at work planning step and post outage follow-up step.
In these points, RP could provide more suggestion and feedback to the maintenance for reducing dose.
Work management
Post-outage follow-up
RWA report
Weak Relations
Incorporation of lessons learned
Outage report

15. Team Vision
The Dose Target Control Peer Team facilitates the Maintenance Department and Radiation Control Department as they jointly define provisions to be implemented in each step of maintenance processes(planning, scheduling, work and evaluation), and communicate with each other to evaluate planned and actual figures in dose targets, thereby achieving dose reduction.
Then, the team set the vision to consider with improving ALARA process.
In the Vision, Keywords are dose target and communication between maintenance and RP for Dose reduction.

16. Scope of Activities Setting Mid- and Long-term Dose Target Process
Setting Outage Dose Target Process
Proposal for incorporating dose reduction measures
Radiation Protection Management
Basic Policy for Mid- and Long-term Exposure Reduction
Planning
Follow-up Action
Maintenance
Process
Work
Dose Target Plans for annual and Mid- /Long-term Exposure Reduction
Check&Review
This figure shows the scope of Activities.
In Mid_____, we make a new process for the Basic policy ___
Current annual plan process changes for incorporation this new process.
In Outage___, we target three maintenance step, one is for ___, the second one is ___, the last one is ___.
At that point, the working step was out of scope, now the team starts considering enhancing RP involvement for the high radiation work.
Examining reflection items for the next outage
Reviewing dose performance

17. Setting Mid- / Long-term Plans
New process
Mid- / Long-term and Annual Dose plans
Expectations
output
Expected
performance
Basic Policy
input
Vision of site dose
performance
The world’s top 25%
Future
schedule
input
Projected
performance
Then, I will talk to you improved processes.
This picture presents the image of setting the middle and long-term plans .
In the new process, basic policy for the dose target is authorized by corporate board members with their to-be expectations.
At this point, there are two targets, one is expectation based target and the other is the projected base target.
The target could be the value like 0.5 person Sv-year or slogan such as top quartile performance.
Projected target comes from current process which is assumed by future schedule and past performance, on the other hand, the expectation target from the benchmarking.
Site radiation group makes their vision of dose performance here by mixing two inputs.
Then they set the medium- and long-term dose target to challenge.
The world’s top AA%
input
Past
performance
The world’s top XX%

18. Ex.)World BWR’s top quartile of exposure reduction performance
Basic Policy
Proposed by Radiation Protection & Management Group (head office)
Approval of director of nuclear power plant management department(head office)
Annually assess implementation results and determine the need for review
Ex.)World BWR’s top quartile of exposure reduction performance
そのまま

19. Mid- / Long-term and Annual Dose Plans
Proposed by Radiation Safety Group (Site)
Approval of Site President
Annually review
Site president assesses “projected performance” by comparing with “expected performance”, and decides “vision of site dose performance”.
そのまま

20. Interface between Maintenance and RP
Long-term plan
Mid- /Long-term and
annual dose plans
Outage plan
RP proposal
Review main work schedule
Involved in work schedule
RWA Review / approval
Review detailed work schedule
Outage dose plan
This picture shows the improvement process of ＿＿＿.
As I said, we specified three steps that RP should involve more effectively.
In these process, RP communicates with maintenance to enhance the relations through documents which could be RP proposal, RWA, and Outage report.
Work management
Tracking dose
Post-outage follow-up
RWA report
Incorporation of lessons learned
Outage report

21. RP Proposal
Proposed dose reduction measures to maintenance team before outage contract
RP Proposal
Effecting long-term or short-term(outage) maintenance plans
For selected job (High radiation work)
Based on lessons learned at former outage
そのまま
・コミュニケーションツールとしてRP Proposalを新たに作成

22. Involvement in Work Schedule
RP share information of detailed work schedule with maintenance team and contractors.
RP involvement
Suggestions for rearranging the work steps which achieve significant dose reduction.
Providing dose information of the same operation areas to maintenance team and contractors (Each job process optimally planned from the perspective of dose reduction).
そのまま
・コミュニケーションツールとしてＲＷＡを活用

23. Outage Report
Prepared by RP at post-outage follow-up step and report out to maintenance team
Including what maintenance team expect to know about outage jobs
Involving following information
Dose performance of selected jobs
Proposals for dose reduction measures that should be reflected to the next outage or other plants
Punch lists for the proposal.
そのまま
・コミュニケーションツールとしてOutage report を改善

24. Implementation Program
Mid- and long-term dose target process
Beyond FY 2007
Identifying site goal(slogan and target value)
(ex.)World’s Top quartile at 20XX which means yearly 1 person-Sv per reactor
Draft document of basic policy and mid-/long-tern dose plan in this year
Now, we are applying ___ process.
The output of this process could be ___
Now we are preparing draft document ___
Process performance would be evaluated after this year’s implementation.
Process performance evaluated after implementation

25. Implementation Program
Outage dose target process
Trial implementations this year
One or two plants of each stations for the trial
Selected a couple of high radiation jobs of each trial plants
Trial implementation identify validity of process and issues before the start of full implementation
As for outage dose target process, this year goes a trial implementation.
そのまま
Process performance would be evaluated after this year’s implementation.
Process performance evaluated after trial implementation

26. Summary Expected effects of process improvement ;
Setting “targets” in the basic policy as well as mid/long-term and annual plans, will clarify the expectation of the management and the vision of exposure reduction.
RP can provide more suggestions or feedbacks to the maintenance personnel in the outage dose target process by enhancing communications, then ALARA activities goes more effectively and efficiently.
最後に
I hope we would introduce our results to you with the success of more dose reduction