“制造和建设监督”国家研讨会交流资料

9. Manufacturing schedule overseeing management

Most of the manufacturing overseeing members do not care about the manufacturing
schedule. They believe that the primary task of the manufacturing overseeing is to ensure the
quality of the equipment. Focusing on the manufacturing schedule has an impact on the
equipment quality, the quality and schedule are contradictory. Tianwan units 1&2 only
concerned manufacturing quality, which eventually leads to a general delay in equipment
supply, which affects the on-site construction of the project. Starting from Units 3&4, we have
reflected on this. The overseeing work should not only ensure the quality, but also guarantee
the supply on time and serve the project construction. In this way, we have formed two work
center: quality and schedule. This PPT will explain how to manage the manufacturing schedule
of equipment from the perspective of manufacturing overseeing.
1. Schedule system and division of responsibilities
First let’s see the responsibilities involving manufacturing schedule of manufacturing
overseeing. According to "Tianwan Units 7&8 Project schedule Management program", our
manufacturing overseeing responsibility is "controlling the manufacturing schedule and
delivery progress of Russian-supplied items according to the project schedule plan and the
supply plan", mainly including three contents:
a) According to the effective annual supply plan, check the item ordering contract plan of ASE,
and see whether the supply plan conforms to our requirements;
b) Check whether the level of detail of the plan submitted by the Russian side meets the
requirements and monitor whether the plan is strictly implemented;
c) Coordinate Russia party to take effective measures to solve the problems found in the
supervision.

In order to implement the above-mentioned responsibilities, we set the manufacturing

overseeing target: "To ensure equipment manufacturing quality, and to guarantee the
manufacturing schedule". The manufacturing schedule management and quality supervision
are considered equally important. When planning the manufacturing overseeing organization,
the manufacturing schedule management are divided into two parts: "supply plan
management" and "manufacturing schedule management", which are respectively undertaken
by the plan management section and the main/auxiliary equipment overseeing section, and the
plan management section is mainly responsible for coordination with ASE. The main/auxiliary
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equipment overseeing section mainly coordinates with the manufacturing plant, and feeds back
to the plan management section.
The responsibilities of the plan management section are as follows:
a) Responsible for coordinating ASE to submit the plan of the manufacturer determination
and the contract signing, according to the project schedule and the supply plan of the
Russian-supplied items, tracking and supervising the preparation of the items for
manufacture;
b) Responsible for tracking and supervising the implementation progress of the item
manufacturing plan according to the project schedule and the Russian-supplied item supply
plan;
c) Responsible for the coordination and early warning of item manufacturing and delivery
schedule, and expediting the delivery of the delayed equipment in key-path;
d) Tracing the delivery date of Russian-supplied items, and collect the quantity, departure
date, transportation method, planned arrival of the items to be shipped;
e) Responsible for the coordination interface between the schedule plan of Russian-supplied
items and JNPC engineering management department.
The responsibilities of main/auxiliary equipment overseeing section as follows:
a) Responsible for coordinating and supervising the manufacturing plant to complete the
production readiness in accordance with effective manufacturing plan;
b) Responsible for supervising the manufacturing progress of the manufacturer according to
the effective manufacturing plan;
c) Responsible for controlling the manufacturing and delivery schedule of equipment,
analyzing schedule deviation, and feed back to the Plan management Section;
d) Responsible for submitting weekly progress reports;
e) Responsible for collecting and feeding back to the plan management section the
information on the preparation of the equipment for shipment, quantity, date of departure,
mode of transportation, and delivery documents of the shipped equipment;
2. Basis for schedule management
Our supply plans for the manufacturing schedule management are as follows.
 Level 3 Project Schedule of construction Tianwan Units 7&8 and Xudapu units 3&4;
 Level 3 Project Schedule of Equipment Supply Units 7,8 and Xudapu units 3&4；
 The annual amendment to the general contract of equipment supply;
 Delivery plan of over-size and heavy-weight equipment by sea；
 Schedule of LLME milestones.
Based on these plans, the Plan Management Section formulates a plan control tracking table,
and the manufacturer prepares a detailed equipment manufacturing plan.
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3. Schedule management contents:

3.1 Problems in supply schedule of Tianwan units 3&4
 The selection of some auxiliary equipment by ASE was delayed, the supply contract signed
with the manufacturer was late, and the supply was delayed due to the tight production
schedule.
 Some manufacturers did not pay attention to the manufacturing progress, or the raw
materials did not arrive in time, and the long time for non-conformity treatment, which
resulted in supply delays;
 Some manufacturer plant delayed due to capacity problems;
 Some overseeing members lack professional knowledge, and will frequently stop the
manufacturing work he considers there is have problem.
 Major non-conformities occurred during manufacturing, which took a lot of time in
reviewing and treatment, resulting in supply delay;
 Winter is long and freezing in Russia, and the inland waterway cannot be navigated in
winter. The transportation of large equipment needs to avoid the winter, so it needs to be
manufactured in advance.
 The NNSA has strict requirements for inspection and it takes a long time to review
documents. Thus equipment release after arrival is slow.
3.2 Schedule management content
 Schedule control before production readiness

 The plan management section coordinate the manufacturer to submit a registration

application to the NNSA through ASE, and cooperates to answer the registration review
questions;
 ASE submits the item manufacturing progress report on a monthly basis, including choice
for the item manufacturing plants, subcontract signing plan, quality plan submission plan,
start-up plan, manufacturing period, etc., and tracing the progress of the above plan
implementation, review progress report, evaluate whether plan matches the supply plan
and track the implementation;
 The main/auxiliary equipment overseeing section tracks and coordinate the manufacturer
to submit the quality plan and design documents, and promptly reviews and approves the
quality plan;
 The main/auxiliary equipment overseeing section tracks and coordinate the manufacturing
plant to prepare for production, and review the production readiness self-assessment
report.
 The main/auxiliary equipment overseeing section coordinates the manufacturer to prepare
and submit the detailed equipment manufacturing plan;
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 Schedule control during production

 The main/auxiliary equipment overseeing section tracks the manufacturing progress of

equipment through daily patrol, and submit report weekly on manufacturing progress to
the plan management section;
 According to the supply plan, the plan management section and the main/auxiliary
equipment overseeing section will evaluate the manufacturing progress, and give an early
warning to ASE and the manufacturing plant respectively for the deviation of the schedule,
and request the manufacturing plant to propose measures to speed up;
 The main/auxiliary equipment overseeing section tracks the purchase and arrival of main
raw materials during the manufacturing period, and tracks the manufacturing progress of
the main components;
 The main/auxiliary equipment overseeing section reviews milestone payment;
 The main/auxiliary equipment overseeing section reviews important non-conformities
timely, coordinate manufacturers to speed up the submission of non-conformities, and
shorten the approval period for non-conformities;
 Organize regular manufacturing progress meeting with ASE and the manufacturing plant,
report the manufacturing progress, put forward a deviation warning, and discuss the
reasons and solutions for the deviation of the progress.
 Coordinate the engineering department to take measures such as adjusting the
construction plan in the case of manufacturing schedule deviation, adjusting the scope and
sequence of supply, etc.
 The main/auxiliary equipment overseeing section coordinate the manufacturer to
determine the delivery date and transportation method, and feedback to the planning
management department.
 schedule control after manufacturing completed

 The main/auxiliary equipment overseeing section tracks the equipment transportation

status and feeds back to the plan management section;
 The main/auxiliary equipment overseeing section submits the completion report, and
cooperates with the security inspection department to submit the inspection documents;
 Coordinate the handling of manufacturing defects found by unpacking inspection;
4. Schedule control measures

 Establish schedule control organization: develop schedule management procedures, clarify

the division between the plan management section and the main/auxiliary equipment
overseeing section, as well as their respective schedule control responsibilities and
contents;
 Establish dynamic progress control tracking, evaluation, early warning and coordination
mechanism: implement dynamic progress control to form a closed tracking, namely:
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tracking- feedback - analysis and evaluation - early warning - coordination - taking

measures to correct deviations;
 Establish a comprehensive interface coordination mechanism: the leader of EST, the plan
management section, and the main/auxiliary equipment overseeing section establish the
interface coordination with the NNSA, JNPC engineering management department, ASE,
and the manufacturing plant, the coordination levels are clearly divided;
 Establish internal and external report and feedback mechanism: establish a progress
information feedback process with ASE, the manufacturing plant and EST via regular
reports, and establish a corresponding equipment manufacturing plan and progress
information database;
 Establish a meeting mechanism: establish a regular or irregular meeting with ASE and the
manufacturer to report progress, discuss and solve problems;
 Form a contract-based progress assessment system: rationally use milestone-based
payment and equipment progress payment to strengthen the schedule management of the
manufacturing plant, and adopt claiming to restrain the manufacturing plant for delayed
supply.
5. Schedule control experience sharing
The manufacturing overseeing of Tianwan units 3&4 was successful but also full of difficulties.
After it was completed, I summed up a sentence "Without quality, there would be no schedule,
and without schedule, there would be no quality."
Most people think that quality and schedule are incompatible. The objective of overseeing is
only to ensure quality. If emphasis is placed on the schedule, it will be unfavorable to the
quality. Therefore, the overseeing members have a negative attitude towards schedule, and
assume that quality and schedule cannot be obtained simultaneously. Therefore, resistance is
encountered in the implementation of schedule management. But I think that quality and
schedule are interconnected and influence each other, and that quality and schedule are not
incompatible.
So I vigorously promote the concept of ensuing quality and schedule at the same time and
considering quality and schedule equally important. I will illustrate the concept with examples.
5.1 Without quality, there would be no schedule
This sentence is easy to understand, and examples are everywhere. Let’s take welding for
instance. If the amount of welding repairs is large, it will have a huge negative impact on the
arrangement of personnel, the connection of processes, the distribution of processing
equipment, and schedule.
In Tianwan Units 3&4, the initial period of welding non-conformity developed by Izhorskiye
Zavody was 20 days. Under our coordination, the period of developing welding non-conformity
report was shortened within 7 days. However, for the disputed non-conformality corrective
measure, the period will be greatly extended.
For example, there is a non-conformity report of Tianwan Unit 3 reactor vessel relate to the
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defects in the surfacing welding of the core shell section, the coordination period was as long as
5 months, and finally the core shell was rejected, and the core shell forgings of Unit 4 was
transferred for Unit 3 re-surfacing welding.
This is the picture of defects found in the surfacing welding of core shell. The first picture is the
defect revealed by local grinding in early stage，we can see a little long defect. The second
picture is the defects revealed by machine, We can see two adjacent circumferential long
defects.

The ultrasonic inspection of the anti-corrosion surfacing layer on the inner surface of the 3#
core shell section found that there are many indications in the fusion zone. The reason is
assumed improper adjustment of the welding equipment during the surfacing welding, resulted
in slag inclusions at the overlap of adjacent weld passes. According to ПНАЭГ-7-010-89
standard evaluation, some indications belong to exceeding standard defects, and some were
not exceeding. Manufacturing Plant developed the non-conformity report.
The corrective measure was to partially remove the surfacing layer where the exceeding
standard defects, and repair it locally. When we reviewed the non-conformity, we considered
that the defects was due to the lack of fusion at the overlap of adjacent weld passes. However,
due to the limitation of the ultrasonic detection method, some linear unfused defects in the
circumferential direction were not detected.
The core shell of reactor vessel was in the most severely irradiated area of the reactor core.
After irradiation embrittlement, the unfused defect was easy to expand, and there was a risk of
cracking. The inner surface surfacing layer of core shell section should be entirely machined
removed and re-surfaced. Manufacturing plant disagreed with my opinion.
Under my insistence, after nearly 5 months of communication, in order to verify the correctness
of my opinion, the plant adopted the method of machining to remove the surfacing layer with a
width of about 3 bead lengths. The revealed defects tend to surround an entire circle.
Ultimately, the plant accepted my perspective and removed entire surfacing layer. However,
due to the large depth of the fusion zone of the surfacing layer, the thickness of the base metal
decreased when defects were removed, which eventually led to the rejected of the core shell.
A similar non-conformity also appeared on the support cylinder section of reactor vessel of
Tianwan Unit 7 manufactured by ATOMMASH. The non-conformity report was also reviewed
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for nearly 5 months.

5.2 Without schedule, there would be no quality
Here is an example. This is a damage of the main bolt hole of Tianwan unit 4 reactor vessel. This
is the unique major non-conformity report of Tianwan Units 3&4 that was reviewed by the
NNSA. It took 3 months to deal with, resulting in a 2-month delay in the delivery of the Unit 4
reactor vessel.
Description of the event: On August 30, 2015, the reactor vessel of Unit 4 completed the trial
assembly with the support ring and the thrust ring. Manufacturing plant started to prepare for
the hydraulic test according to the process procedure, and screwed the main bolts into reactor
vessel. However, due to the manufacturing schedule delay of reactor vessel, the on-site
engineering management department required the support ring to be supplied to the site
before reactor vessel, which was convenient for the support ring Installation in advance.
On September 6, the main bolts that had been installed were removed, reactor vessel and the
support ring were lifted out in turn, and the support ring was shipped separately. On
September 9, the reactor vessel was hoisted back to the hydraulic test bench again, and the
main bolts were screwed in for the second time. During this period, the factory repaired and
ground the burrs that existed after the first removal of the 54 main bolt holes according to the
process procedure. After grinding, the pass and stop gauges were used for inspection.
On September 10th, after the worker screwed in the main bolt of No. 42 bolt hole more than
halfway, a jam occurred suddenly and could not continue to be screwed in. The worker
immediately stopped working and reported it to the technician. After the technician inspected,
he gave instructions to manually withdraw the main bolt. After the main bolt is withdrawn, a
visual inspection of the inner thread of the No. 42 bolt hole is carried out, and it is found that
there are annular scratches on the thread side surface of the 2 to 17 turns in the direction of
the bottom of the hole, and scratches on the thread side surface in the end face direction.
There are local bites and scratches on the surface of the 1st to 3rd turns of the main bolt.
Afterwards, the factory inspected the remaining 53 main bolt holes. It was found that the No.
21 and No. 51 main bolt holes were also serious scratched. The plant developed three non-
conformities. No. 42 and No. 21 threaded holes were classified as Class III non-conformity. No.
51 bolt holes were designated as Class II non-conformities.
The photos of the main bolt disassembly and assembly activities:
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Figure 1: The state of the first installation of Figure 2: Pass-and-stop inspection on

the main bolts on September 3 September 9

Figure 3: Grinding the bolt hole thread on Figure 4: The second installation of the main
September 9 bolts on September 10
Corrective measure: Threads of the No. 21 and No. 42 damaged bolt holes were newly made
with holes enlarged. The thread size was changed from M170×6-6G to M180×6-6G. The main
bolts corresponding to the No. 21 and No. 42 main bolt holes were no longer available, and 4
pieces of M180 main bolts were remanufactured (2 of which were used as spare parts). The No.
51 main bolt hole was accepted as it was.
The direct reason: when the main bolt was installed for the second time, it was installed while
grinding. After grinding, the main bolt was not thoroughly cleaned, resulting in foreign material
in the main bolt hole, causing the main bolt hole to be damaged.
The factory made a simulated bolt hole for a simulated test, and reviewed the work records.
We found the the root reason: After its first removal, the main bolt hole was not completely
polished with burrs and iron nodules, and there were foreign materials in the main bolt hole.
When the main bolts were installed for the second time, 7 bolts should be installed in the
evening shift according to the program requirements. However, workers rushed to install nearly
20 bolts on the evening shift, and they screwed in the main bolts fast, not at an even speed,
resulting in this event when screwing in.
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Contributing factors: As the manufacturing schedule of Unit 4 reactor vessel was not under
control at the beginning of the manufacturing, the supply schedule was delayed. There was a
rush to prepare for the hydraulic test. After the trial assembly, the support ring should have
been dismantled according to the negotiation results of both parties and shipped separately.
However, the negotiation result was not taken seriously and the support ring was not
dismantled in time. Preparation for the hydraulic test was directly done, resulting in repeated
disassembly and assembly of the main bolts.
This event made me see the point that "without schedule, there would be no quality". If the
schedule is delayed, the plant inevitably wants to find a way to speed up the subsequent
production, which inevitably undermines the product quality. Therefore, it is required to
integrate schedule management into daily work, track and coordinate the manufacturing plant
to carry out manufacturing activities in compliance with the manufacturing plan. On the other
hand, manufacturing overseeing members must have strong professional knowledge, judge the
impact of the problem, and not disrupt the normal production process and rhythm as far as
possible.