Maintenance Optimization:

A Critical Aspect of the

Equipment Reliability
Program
Russ Warren, INPO
IAEA, Vienna
October 2011

2011 World Association of Nuclear Operators

Process Overview
To Work
Management

To
Budgeting
Process

FEGs and
Crit. for
Work
Management
Functional
Equipment Groups
and Functional
Importance
Determination

Plant and
system
Performace
Risks

Component
Criticality

Budgeting
Process

Performance
Monitoring Plans
(PMP)

Single Point
Failure Study

Risk Ranking

Mitigation
Strategies

Options
Identification
and Selection

Decisions Related to What to Do

Maintenance
Optimization (MO)

Corporate
Nuclear Asset
Management
Strategic
Planning

Long Term Plan

(LTP)

PM Task Scope,
Justification and
Frequency

Maintenance
Feedback

Work
Implementation
(AP-928)

Post
Maintenance
Test

Justification
No PM
Required"

Enablers
* Operating Experience
* Industry baseline
programs (EPRI)
* Experienced people
* Computer Tools

PM Options
for Solving
Health Risk

Decisions Related
to How to Do

Core Processes
Data Management
Functional Equipment Groups (FEG) to Support
Automated Work Scheduling
Criticality Determination

Single Point Failure Vulnerability

Critical Components and Critical Spares
Performance Monitoring Plan (PMP) Development and
Monitoring

Maintenance Optimization (MO)

Long Term Plan Development
Corrective Action Program
Maintenance Feedback
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Maintenance optimization

Objectives of NPP maintenance

optimization

Maintenance optimization requirements

and maintenance

Key elements of maintenance

optimization programmes

Performance indicators
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FEG - What is a FEG?

Loss of this instrument will not
cause a loss of function.
AA
A

Motor
Breaker
Process
Flow

Motor and
Pump

AA
A

FEG Boundary
The FEG boundary equipment
becomes the 'standard'
clearance tag-out for this FEG.

Fan Breaker
Air Flow

Cooling
Flow

Heat
Exchanger

This Room Cooler is included in

the FEG because a loss of the
Cooler will cause a loss of the
function of the FEG.

Criticality Determination
Identify those components most
critical to plant safety and reliability
Used to allocate resources
Used to prioritize work

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Critical component failures

cause
significant power transient or derate
loss of a redundant safety function
unplanned entry into a technical
specification LCO

half scram or partial trip

reactor shutdown
actuation of emergency safeguards
features
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Critical component failure

cause
failure to control a critical safety function such as reactor
water level and pressure, primary and secondary
containment, drywell temperature and pressure, or spent
fuel pool temperature and level

degraded capability to shut down the reactor and maintain

it in a shutdown condition

inability to perform an emergency operating procedure, or

to prevent or mitigate the consequences of accidents that
could result in potential off-site exposure in excess of
10CFR100 limits; operator workaround

operator workaround for performing any of the above

functions or procedures.

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Sample Criticality Analysis Results

61287 components reviewed
Crit 1 = 13331, or 22% (SR)
Crit 2 = 26462, or 43% (Important)
Crit N = 21494, or 35% (Run to failure)
Effort
22 Weeks
4400 Consultant Man-Hours
2100 Internal Man-Hours
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Single Point Vulnerability

Study
CRITERIA:

A SPV exists if failure of a single

component results in:
Reactor Trip, or
Turbine Trip, or
Generator electrical power output reduction >
5%.
(Note: Initial condition 100% power)

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Most Significant Components

Affecting Unit Reliability As Derived from SPV Studies

Air-operated valves
Emergency diesel generator - electrical
Main feedwater pump
Main generator and support systems
(Not listed in order of importance)

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Non-critical component
Component failure creates an unacceptable increase in
personnel, industrial, environmental, or radiological safety
hazard.

The component has a history of unacceptably high repair,

replacement, or operational cost.

Component failure represents an operator or maintenance

burden.

The component is obsolete, in short supply, or very

expensive to repair or replace.

There is a long lead time for replacement parts, which

prevents a required component from being repaired in a
timely fashion.

The component is necessary for work on critical equipment

(for example, isolation valve).
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Non-critical component
Component failure promotes failure of other
components.

There is a potential for new risks from hazardous

chemicals or environmental concerns.

Failure results in a power transient, sustained

generation loss, or reduction in the necessary
redundancy or defense in-depth.

Failure may lead to regulatory consequences.

Component failure will hamper or prevent timely
repair of a critical component.

It is more cost-effective to maintain the component,

as opposed to repair or replacement.
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Run to failure components

A run-to-failure 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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Performance Monitoring
Typical Equipment Reliability Program

Criticality Determination:
* Equipment Importance
* Basis
* Duty
* Environment
Functional Equipment Group
(FEG):
* Boundaries
* Equipment In Boundary
* Characteristic Information

Required Levels of
Performance :
* Reliability
(Functional Failures)
* Unavailability
* Cost
* Basis for Levels of
Performance

*
*
*
*

Operating Rounds:
(MO)
Sight
Smell
Feel
Hear

Engineering :
* Walk-down Inspection
* Operational Performance
* Problem Resolution
* Trends in Performance
* System and Component
Health Reports

Pressure Instrument
* Operating Log - Discharge Pressure
within Band
* PM - calibration
(In a Calibration FEG) AA
A

Breaker
* Plant Computer - Number of
Breaker Cycles
* Plant Computer - With Flow,
Calculate Run Time
* PM - Disassembly and Inspection
* PM - Overhaul
* PdM - Thermography

Flow Instrument
* Plant Computer - calculate run
time, ID degraded flow
* PM - calibration

Manual Valve
* Run to Failure
Pump
* PdM - Vibration Monitoring
* PdM - Oil Sample
* STP - Performance Test
* Operations - Periodic Rotation of
Redundant Equipment

Recirc Pressure
* Run to Failure

Operate:
* Operate per Procedures
* Configure Plant for
Maintenance

Recorded Parameters : (PMP)

* Plant Operating Logs - in band
* Plant Operating Logs - trended
* Plant Computer - in band
* Plant Computer - trended

Motor
* PdM - Vibration Monitoring
* PdM - Oil Sample
* PdM - Motor Circuit Analysis
* PdM - Motor Current Analysis
* PdM - Motor Insulation
Temperature
* PM - Sample Inspection of
Motor Population

Time or Condition Based

Repetitive Maintenance: (MO)
* Preventive Maintenance (PM)
* Predictive Maintenance (PdM)
* Planned Maintenance
* List Surveillance Test
Procedures (STPs)
* Basis for Repetitive
Maintenance
Motor Operated Valve
* PM - External Inspection
* PM - Stem Lubrication
* PdM - Gear Case Lubrication
Sample
* VOTES / MOVATS Testing
* PM - Sample Switch Case Lubricant

Check Valve
* PdM Acoustic
Monitoring
* PM - Sample
Inspections

FEG Boundary and Characteristic

Information
AA
A

Manage Performance:
* One-button trending and analysis
* Automatic Gap Identification
* Expert Cause Analysis
* Expert Options Identification and
Decision Making
* Follow-up to Ensure Effectiveness

Manage Work:
* Current Life-cycle Plan
* Schedule Work to Manage Risk
and Greatest Efficiency
* Schedule then Plan Work
Procure:
* Supply quality -level
parts to meet schedule and
breakdown demands

Maintain:
* Efficient and Quality
Maintenance and Post
Maintenance Test
* Documentation
* Feedback /
Recommendations for
Improvement

Train / Develop People:

* All personnel are expert
at what they do

Maintenance Optimization
Apply resources to those
components most important to plant
safety and reliability
Remove resources from those
components that have minimal
impact on safety and reliability and
whose loss can be tolerated or can
be replaced easily

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Maintenance Optimization
Corrective maintenance
Preventive maintenance (3 types)
Periodic servicing, parts, time based
Predictive monitoring, non-intrusive,
analysis

Planned scheduled replacement or

refurbishment to prevent failure

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PM Change Implementation Process Overview

Planning Support
Activities
Categorize PM Changes and Develop PM
Change Implementation Plan
MO Evaluation Results
(PM Basis, Changes to the PM
Program and if Applicable,
PMCR)

Deleted and Superseded PM's

PM Frequency Change
Components added to PMs
Changes to PM Scope
New PM's

Develop PM Change Implementation Plan

WO Planning
- PM Activity Deletions
- PM Frequency Changes
- Model Work Order Development and
Changes
- Model Work Instruction Development and
Changes
- Requests for Planning Support Activities

Performance Monitoring
- New monitoring requirements

Supply Chain
- New parts
- Obsolete parts
- Obsolescence strategy

Maintenance
- New maintenance practices
- New tools
- New test equipment

PM Change Scheduling
- Establish or Revise Schedule Dates
- Close or Modify Active Work Orders

PM Implementation Considerations
- Prioritize changes
- Consider criticality, as found conditions,
aggregate risk
- Implement easy changes first
- Stagger implementation of large changes
- start long lead items early
- Ensure proper sequencing of changes,
such as in superseded PM activities
- Ensure new schedule dates are aligned
with FEGs or system / train schedule
- Adhere to outage freeze milestones
- Perform risk assessments
- Integrate with the Work Management Look
Ahead process

Assess Effectiveness of PM Changes

- The effectiveness of PM changes will be
evaluated through the Performance
Monitoring / Health Reports

Training
- Training for new tasks
- Training for new tools
- Training for new test equipment

Post Maintenance Test

- New or Modified Test
Requirements

Procedures and Instructions

- New or Modified Procedures

Sample Maintenance
Optimization (MO) Results
33 Component Type Basis Documents
Created
4577 PM change requests initiated
Effort Required
38 Weeks
5700 Consultant Man-Hours
2400 Internal Man-Hours
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Sample MO
Implementation Results
3897 PM change requests implemented
680 PM change requests in progress
Effort Required
78 Weeks
9100 Consultant Man-Hours
5500 Internal Man-Hours
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Living process
Performance Feedback
Periodic PM and work order
condition reviews provide routine
feedback to the PM process to
adjust PM frequencies and scope.

Analysis of corrective maintenance

work considers whether PM was
adequate or should be modified, or
new PMs should be added.
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Living process Review

Equipment reliability process is a living
process. Although a considerable effort is
committed to perform the optimization,
ongoing work is needed using the same
tools and methods.
The PM review team typically meets routinely
to review PM program changes or additions.

Work scope team meets weekly to review

upcoming planned PMs (week T-16 to T26)
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Long-Term Plan

Generation / revenue plan

Design planning and implementation
Outage cycle plans
Unit refurbishment or major
component replacement (reactor
vessel head, steam generator, major
cabling)
Equipment refurbishment (turbine
overhauls, motors, large transformers)
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Life-Cycle Management
What are the estimated remaining lives
of the following kinds of components?
Reactor coolant/recirc pump motors?
Buried piping?
Buried cabling?
Main transformers?
Main generators?

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Life-Cycle Management
(cont)
What data is available to estimate their
lifetime?

What strategies are available to prolong

their life?

What are the industry/vendors doing to

estimate or test for remaining life?

When is the most economical time to

change them? (coordinate with other major
work but limit budget impact long range
plan)
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Example: Generator
Life Expectancies
Component
OEM Design
Retaining Rings
Exciters/AVRs
Rotor Windings
Rotor Forging
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Expected Life
approx. 30 years
20-60 years
10-30 years
20-25 years
30-60 years

Sources of Life Expectancy

Data
LCM Sourcebooks
Issued for 14 component/systems:
buried piping, breakers, condenser,
ESW, FW heaters & controls, IA,
generator, turbine

Some LCM plans are based on

engineering practice and are less

rigorous

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Questions????

2011 World Association of Nuclear Operators