power ppt template
TRANSCRIPT
Tra
ckin
g N
o.
00.
00.2
010
Shaw’s Power Group
Tra
ckin
g N
o.
00.
00.2
010
2
Nuclear Construction 101
Jeff Merrifield
Senior Vice President of Shaw’s Power Group
August 9, 2011
Tra
ckin
g N
o.
00.
00.2
010
3
Overview
• Who is Shaw, and what is EPC?
• How do you select the right EPC partner to ensure
project success?
• Getting started with site related activities
• Procurement and subcontracting
• Modular construction
• Lessons learned
Tra
ckin
g N
o.
00.
00.2
010
4
Who is Shaw?
What is EPC?
Tra
ckin
g N
o.
00.
00.2
010
5
The Shaw Group Inc.® is a leading global provider of technology,
engineering, procurement, construction, maintenance, fabrication,
manufacturing, consulting, remediation, and facilities management
services to clients in the energy, chemicals, environmental, infrastructure,
and emergency response industries.
• Headquarters: Baton Rouge, LA
• Stock Ticker: NYSE: SHAW
• Number of employees: 27,000
• FY 2010 Revenues: $7 billion
• Backlog: $19.7 billion
(as of 5/31/11)
• Website: www.shawgrp.com
Corporate Profile
Tra
ckin
g N
o.
00.
00.2
010
6
Shaw’s Power Group
Groups
Energy &
Chemicals
Fabrication &
Manufacturing
Environmental
& InfrastructurePower
Power Divisions
NuclearPlant
ServicesFossil
Tra
ckin
g N
o.
00.
00.2
010
7
Nuclear Power
• Full-service engineering, design, procurement and
construction
• Industry-leading AP1000® technology; 20% owner of
Westinghouse Electric Co. LLC
• Configuration management
• Licensing support, safety, and analysis
• Major component replacement, maintenance and
modification services
• Operating plant services
• Spent fuel dry storage
• Upgrades, uprates and plant restarts
• Decommissioning, dismantling
Select Clients:
• American Electric
Power
• Chinese State Nuclear
Power Companies
• Dominion
• Duke Energy
• Entergy
• Exelon
• First Energy
• Florida Power & Light
• KOPEC
• Progress Energy
• SCANA
• Southern Company
Capabilities
Shaw provides maintenance and outage services
at 41 of the 104 U.S. operating nuclear plants
Tra
ckin
g N
o.
00.
00.2
010
8
Company Alliances• Shaw & Westinghouse
– Relationship started with the construction of
Shippingport in 1950s
– Shaw acquired 20 percent share of Westinghouse in
2006
– Consortium partners on expanding portfolio of new
AP1000® projects
• Four units in China
– Sanmen, two units
– Haiyang, two units
• Six units in U.S.
– Vogtle, two units
– V.C. Summer, two units
– Levy County, two units
Tra
ckin
g N
o.
00.
00.2
010
9
Company Alliances• Westinghouse & Toshiba
– Largest nuclear systems supplier
group in the world, more than 50 percent
of world’s plants using its technology
– Toshiba owns 70 percent of
Westinghouse
• Shaw & Toshiba– Shaw signed a commercial relationship
agreement (CRA) to become the exclusive
engineering, procurement and construction
(EPC) contractor for Toshiba’s Advanced
Boiling Water Reactor (ABWR) nuclear
power plants worldwide
– The agreement includes opportunities
worldwide except Japan and Vietnam
Tra
ckin
g N
o.
00.
00.2
010
10
China AP1000: Sanmen & Haiyang
• Clients: SNPTC, SMNPC & SDNPC
• Four units at two sites in China’s
Zhejiang & Shandong provinces
• Contract signed and work began in 2007
• First concrete poured at all four units
• Major construction milestones:
– CA20, CA01, CA04, CA05, 10+ other modules
– Containment Vessel (CV) Bottom Head
– CV Rings Installed
• Projected completion: 2013 – 2015
CVBH Placement Photo courtesy of SMNPC
People’s Republic
of China
Sanmen (2 units)
Haiyang (2 units)
Tra
ckin
g N
o.
00.
00.2
010
11
U.S. AP1000: Vogtle Units 3&4
• Client: Southern Company
• Location: Waynesboro, Georgia
• EPC contract signed April 2008
• Projected commercial operation dates:
2016 (Unit 3) – 2017 (Unit 4)
• Site certification and full notice to proceed
awarded March 2009
• Early Site Permit & Limited Work
Authorization awarded August 2009
• Excavation and ground clearing work
complete for Units 3 & 4; safety-related
construction activities have begun
• Combined Construction & Operating License
(COL) approval anticipated 2011 – 2012
Photos used courtesy of Southern Company
Photos Courtesy of Southern Company
Tra
ckin
g N
o.
00.
00.2
010
12
U.S. AP1000: VC Summer Units 2 & 3
• Client: SCE&G / SCANA
• Location: Jenkinsville, South Carolina
• EPC contract signed May 2008
• Projected commercial operation dates:
2016 (Unit 2) – 2019 (Unit 3)
• Project approval awarded by public
service commission February 2009
• Excavation and ground clearing
work nearly complete
• At peak of construction, 3,000 – 3,500
employees expected to be hired
• COL approval anticipated 2011 – 2012 Photos Courtesy of SCANA
Tra
ckin
g N
o.
00.
00.2
010
13
How do you select the right EPC
partner to ensure project success?
Tra
ckin
g N
o.
00.
00.2
010
14
Selecting the Right Company
• What steps should a utility take to create the right
framework to successfully deploy a new nuclear
power plant?
• How can a utility establish a successful partnership
with an EPC company that will last through the project
duration of 7-10 years?
Tra
ckin
g N
o.
00.
00.2
010
15
Step One: Identify Appropriate Need
for New Power Generating Unit• What amount of power is
needed?
– What size unit(s) is (are)
needed to match your
requirements?
– What are the costs and benefits
of various reactor sizes?
– Who are the EPC contractors
who have built these size units?
• What type of nuclear technology do you seek to deploy?
– Pressurized water reactor, boiling water, or small modular?
– Does your technology selection match up with the
contractor?
Tra
ckin
g N
o.
00.
00.2
010
16
Step One: Identify Appropriate Need
for New Power Generating Unit
• What is timing for deployment?
– If you need the power in 7-10
years, have you started
soon enough?
– Are there additional
transmission requirements
for the project?
– Can the technology/EPC team
deliver your plant in time needed?
Tra
ckin
g N
o.
00.
00.2
010
17
Step Two: Identify Capabilities of Plant
Design, Procurement and Construction
• Does the utility have robust engineering capabilities? Can
utility self-manage an engineering contract?
• Does utility have experience and staffing to conduct
procurement of plant components?
• Does utility have a large organization that can manage
interface between multiple contractors?
• Interface problems can lead to
risks of delay, extra cost to owner
and less optimized performance.
Tra
ckin
g N
o.
00.
00.2
010
18
Step Two: Identify Capabilities of Plant
Design, Procurement and Construction
• How much responsibility does the owner want to overtake?
Tra
ckin
g N
o.
00.
00.2
010
19
Step Three: Identify Appropriate
Contract Methodology
• Multi-Package (Component) Approach:– Maximum coordination effort for utility including interfaces, cost
control, site management, QA/QC verification and final plant
schedule
– Owners are exposed to higher level of risk and assumption of overall
project management over multiplicity of contractors and suppliers
– Accountability for risks is blurred
• Split-Package (Island) Approach:– Design and construction divided among two to five EPC contractors
with portions of work—systems, buildings broken into
packages or islands
- Large owner organization needed to manage interfaces
Both these approaches involve significant risk for utility
Tra
ckin
g N
o.
00.
00.2
010
20
Step Three: Identify Appropriate
Contract Methodology
• Single EPC Contract Approach:
– Main contractor assumes
responsibility for completing all
phases of the project
– Includes design, engineering,
procurement, construction and
commissioning
– Main contractor responsible for
overall project management– Reduces the need for a larger utility
organization
– Accountability for risks is clearer:
contractor, owner or shared
Tra
ckin
g N
o.
00.
00.2
010
21
Step Four: Establish the Qualifications
of Your EPC Contractor
• Have they built a plant of this
type and magnitude before?
• Do they have prior and current
experience as an EPC contractor
for large, complex projects?
• What relationship do they have
with the owner of the underlying technology?
• What prior and current experience do they have in working in
a highly regulated nuclear environment?
• Do they have the procedures, policies, processes and people
(―Four Ps‖) to successfully execute the completion of multi-
billion-dollar projects?
Tra
ckin
g N
o.
00.
00.2
010
22
Step Five: Ensure EPC is committed
to INPO Principles of Excellence
• Do the leaders demonstrate alignment on a commitment
to excellence?
• Can the contractor provide strong first-line supervision?
• Are the personnel appropriately trained and qualified for
their jobs?
• Are schedules realistic, understood and achievable?
• Is there a recognition that nuclear construction has special
requirements?
• Does the contractor place a high priority on personnel safety?
• Will the contractor ensure that the plant will be built as designed?
• Are deviations and concerns identified, communicated and resolved
promptly?
• Does the deployment plan include a early transition to plant
operations?
Tra
ckin
g N
o.
00.
00.2
010
23
Establishing a Productive Partnership
with an EPC Contractor• Utility’s Goal
– High level of reasonable certainty in pricing, schedule and
performance for reduced risk
• EPC Contractor’s Goal
– Owner/contractor structure focused on successful project with
acceptable profit and incentives for reduced risk
• Challenge
– Creating cooperative owner-contractor team with shared focus
on project success and mutual risks
• Ultimate Joint Goal
– Establish relationship of mutual trust and respect to achieve
timely and cost-effective completion of project with shared
balance of risks and incentives that can survive project duration
of 7-10 years
Tra
ckin
g N
o.
00.
00.2
010
24
Establishing a Productive Partnership
with an EPC Contractor
• Achieving Ultimate Joint Goal
– EPC must understand safety
culture and have prior experience
– Contractor must accept
responsibility for managing
overall project
– Utility must have appropriate
quantity of personnel to oversee project without inefficiency
– Project success can be achieved
through balanced relationship with appropriate incentives
and milestones
– Utility team focus should be on helping contractor succeed
while fulfilling contractual obligations and interests
Tra
ckin
g N
o.
00.
00.2
010
25
Getting started on
site-related activities
Tra
ckin
g N
o.
00.
00.2
010
26
Site Development and Site-Specific
Scope
The site development schedule is one of the most
important aspects of the new generation nuclear plant
schedules.
Tra
ckin
g N
o.
00.
00.2
010
27
Early investment in infrastructure gains extraordinary
valuable time for the execution of the power island work.
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
28
• Schedule – The site development schedule
is tied to first nuclear concrete,
usually the placement of the
Nuclear Island Basement
– The duration of site development is
dependent upon specific site conditions, but can be anticipated to
be approximately 24 months
• Major earthwork– Development of excavation plan
– Site clearing and grubbing
– Site leveling and drainage
– Development of access roads
– Dewatering
– Nuclear Island excavation and backfill
– Foundation preparation for remaining power island block at-grade
structures
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
29
• Transportation facilities
– Temporary site roads
– Railroad from on site to major off-site rail line
– Barge slip and water access to navigable waterway
– Heavy haul road on site
– Alternate truck access roads
– Development and paving of permanent roads
• Utilities– Electrical power for permanent and temporary power– Potable water– Sanitary drainage– Voice / data / cell / radio– Construction bulk welding gas system– Construction bulk compressed air system– Construction fuel facility
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
30
• Temporary Buildings and Structures– Craft Change Buildings
– Batch plant and aggregate storage
– Parking lots
– Laydown areas
– Craft training facilities
– In-processing and time office facilities
• Construction buildings and structures– Mechanical/Structural Fabrication Shop
– On-site Concrete and Rebar Testing Facility
– NDE Building
– Paint Shop
– Blast Shop
– Paint Storage Building
– Heavy Equipment Mechanics Shop
– Construction Administration Building
Site Development and Site-Specific Scope
Tra
ckin
g N
o.
00.
00.2
010
31
• Site development includes preparation of on-site facilities for modularization:
– On-site receipt of modular assemblies
– Off-loading from barge, rail or truck
– Storage and laydown
– On-site assembly pads and areas
– Utility support for assembly
– On-site heavy transport
– Heavy lifting and rigging
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
32
• Site development includes setup of on-site cranes for site development and standard plant construction and module assembly
– Installation of Ultra Heavy Lift Crane deep foundation and support pad
– Crane mat installation for crawler cranes
– Assembly and load test of Ultra Heavy Lifting Crane
– Crane assembly and support for power island construction
– Crane support for module assembly and component pre-fab
– Crane support for general site and Warehouse support
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
33
• Site-specific Buildings and Structures
– Mechanical Draft Cooling Towers w/ basins (6 ea) or
– Natural Draft Cooling Towers w/ basins (2 ea)
– Cooling Tower discharge Flume/mixing structures (2 ea)
– Circ Water Pumphouse (2 ea)
– Load Center Buildings (6 ea)
– River Water Intake Structure
– Waste Water Treatment Basins (2 ea)
– Clarifier – Mech/Elec Bldg and 2 tanks
– Hydrogen Storage Tanks (2 ea)
– Switchyard Control Building
– Waste Water Blowdown Sump
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
34
• Site-Specific Mechanical Systems
– Circulating Water System - CWS
– Sanitary Drain System - SDS
– Yard Fire Protection System - YFS
– Potable Water System - PWS
– Raw Water System - RWS
– Storm Drain System - SDS
– Waste Water System – WWS
– Liquid Radwaste System - WLS
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
35
• Site-Specific Electrical Systems
– Plant Grounding System - EGS
– Retail Power Site Distribution System -ZRS
– Security System – SES
– Cathodic Protection System - EQS
Site Development and Site-Specific
Scope
Tra
ckin
g N
o.
00.
00.2
010
36
Vogtle Units 3 & 4
Photo Courtesy of Southern Company
Tra
ckin
g N
o.
00.
00.2
010
37
Photos Courtesy of Southern Company
Vogtle Units 3 & 4
January 2010: Unit 3 final excavation with redressed haul roads February 2010: Excavated area
February 2010: Unit 3 nearly completed excavation, just
before final cleanup
February 2010: Unit 3 blue bluff marl after cleanup
Tra
ckin
g N
o.
00.
00.2
010
38
Vogtle Units 3 & 4
Photo Courtesy of Southern Company
February 2010: Unit 3 blue bluff marl after cleanup, prepared for backfill
Tra
ckin
g N
o.
00.
00.2
010
39
Vogtle Units 3 & 4
March 2010: Backfill begins at
Vogtle Unit 3
Photo Courtesy of Southern Company
Tra
ckin
g N
o.
00.
00.2
010
40
Vogtle Units 3 & 4
Photo Courtesy of Southern Company
April 2010: Excavation and ground clearing work complete
Safety-related construction activities underway Module assembly building construction
Tra
ckin
g N
o.
00.
00.2
010
41
Vogtle Units 3 & 4
Site Aerial
Tra
ckin
g N
o.
00.
00.2
010
42
Vogtle Site Rendering
Tra
ckin
g N
o.
00.
00.2
010
43
November 2008: Site aerial view
V.C. Summer Units 2 & 3
Tra
ckin
g N
o.
00.
00.2
010
44
V.C. Summer Units 2 & 3
January 2010: Site aerial view
Tra
ckin
g N
o.
00.
00.2
010
45
V.C. Summer Units 2 & 3
January 2010:
Mayo Creek Bridge
construction
Tra
ckin
g N
o.
00.
00.2
010
46
January 2011: Units 2 & 3 Tabletop
V.C. Summer Units 2 & 3
Tra
ckin
g N
o.
00.
00.2
010
47
V.C. Summer Units 2 & 3
May 2010: Excavation of Unit 2
May 2010: CWS pipe installation May 2010: Module Assembly Building
Tra
ckin
g N
o.
00.
00.2
010
48
V.C. Summer Units 2 & 3
Unit 2 Power Block
Tra
ckin
g N
o.
00.
00.2
010
49
V.C. Summer Units 2 & 3
January 2011: Unit 2 Power Block
Tra
ckin
g N
o.
00.
00.2
010
50
V.C. Summer Units 2 & 3
Unit 3 Excavation at 25 Feet
Tra
ckin
g N
o.
00.
00.2
010
51
V.C. Summer Units 2 & 3
January 2011: Batch Plants
Tra
ckin
g N
o.
00.
00.2
010
52
March 2010: Batch plant area/equipment
March 2010: Warehouse 20A
V.C. Summer Units 2 & 3
Tra
ckin
g N
o.
00.
00.2
010
53
BIGGE Heavy Lift Derrick (HLD)
Tra
ckin
g N
o.
00.
00.2
010
54
BIGGE HLD Trucks
Tra
ckin
g N
o.
00.
00.2
010
55
V.C. Summer Units 2 & 3
Currently 16 buildings are occupied by 832 on-site
consortium personnel:
- 716 Shaw personnel; 65 subcontractors; 22 Westinghouse
personnel; 29 CB&I personnel
Tra
ckin
g N
o.
00.
00.2
010
56
V.C. Summer Site Rendering
Tra
ckin
g N
o.
00.
00.2
010
57
Procurement and Subcontracting
Tra
ckin
g N
o.
00.
00.2
010
58
Efficient Procurement of Commodities
& Components• Techniques and strategies to procure commodities and
components in more efficient ways – Development of leveraged (multi-plant) agreements for
repeat purchases of standardized items
– Purchasing from standard product line versus ―one-of-a-
kind‖ design
– Negotiation of options for up-front or early payment to lock
in open manufacturing slots
– Consideration of potential for equity investment in key
suppliers
– Early purchasing of raw materials and hold for later
fabrication
– Hedging to reduce or eliminate financial risk
– Executive management sponsorship on all key agreements
Tra
ckin
g N
o.
00.
00.2
010
59
Importance of Efficient Procurement• Supplies procured by a nuclear project include, but are not
limited to:
– Blasting services
– Building supplies
– Bulk materials
– Cathodic protection
– Consumables
– Fire control systems
– Field erected tanks
– Food services
– Janitorial services
– Landscaping
– Metal roofing/siding
– Office furniture/supplies
– Painting services
– Pipe insulation services
– Potable/raw water
– Portable toilets
– Pre-engineered buildings
– Rental equipment
– Reprographic services
– Safety supplies
– Signage
– Small tools
– Soil stabilization services
– Specialty coatings
– Structural security systems
– Traffic control
– Trailers
– Transportation
– Waste removal
– Vacuum excavation services
Tra
ckin
g N
o.
00.
00.2
010
60
• Previous safety history and importance within company’s culture
• Company’s previous experience and past performance with similar goods/services
• Company’s current delivery performance based on 100 percent on-time expectation and tools to manage same
• Relative level of sophistication of the quality system, including meeting regulatory requirements or mandated quality system registration
• Investment required to develop facility to required standard
• Availability of capital to provide the goods or services
• Backlog/other work to provide continuity of throughput
Evaluation Criteria
Tra
ckin
g N
o.
00.
00.2
010
61
• Company’s financial strength/stability
• Company’s support of ―state of the art‖ equipment
• Company’s depth (technical and management bench strength)
• History of competitiveness
• Total cost of dealing with the company (including material cost, expediting, inspection, documentation verification, receipt verification)
• Manufacturing processes that are adequately automated/error proofed
• Companies support during bidding process
Evaluation Criteria - Procurement
Tra
ckin
g N
o.
00.
00.2
010
62
Identification of Appropriate
Subcontractors• Factors to be considered when determining strategy:
– Regulatory and quality track record
– Owner/Consortium preferences
– Local labor conditions and availability
– Site conditions and limitations
– Schedule requirements
– Availability of qualified subcontractors
– Size of potential subcontracts relative to available
subcontractors
– Financial and resource capability of subcontractors
– Comparative suitability of single or multi-disciplined
subcontractors with regard to project interfaces
– Preferred pricing structures
Tra
ckin
g N
o.
00.
00.2
010
63
Prospective Subcontractors – Criteria
• Depending on the scope assigned, the role of the
subcontractor can be critical to the success of a project.
Subcontractors must therefore prove themselves to be:
• Safe
• Capable
• Reliable
• Quality orientated
• Technically competent
• Financially sound
Tra
ckin
g N
o.
00.
00.2
010
64
Prospective Subcontractors –
Identification
• Potential subcontractors can be identified by:
– Local Market Surveys: Closely examining incumbent
subcontractors active in the local area
– Past Experience: Subcontractor performance
evaluation reports collected from all completed projects
– Owner/Consortium: Input is solicited to take advantage
of prior knowledge and experience of project partners
Tra
ckin
g N
o.
00.
00.2
010
65
Subcontractors Prequalification–
Knowledge and Relations
• Factors to be considered in the assessment of potential
subcontractors:
– Background and reference checks
– Safety record
– Quantity program and certifications
– Financial capabilities and status
– Construction capabilities and experience
– Client feedback
Tra
ckin
g N
o.
00.
00.2
010
66
Typical Subcontract Services
• Steelwork
• Scaffolding
• Insulation
• Painting
• Craneage
• Electrical and Instrumentation
• Non Destructive Testing
• Excavation
Tra
ckin
g N
o.
00.
00.2
010
67
Modular Construction: How can modular construction be incorporated
in new plant construction
Tra
ckin
g N
o.
00.
00.2
010
68
Why Use Modular Construction?
• Predictability
• Labor
• Quality control
• Schedule risk
February 2011: CA03 module over
containment at Sanmen Unit 1
Tra
ckin
g N
o.
00.
00.2
010
69
Design
Procurement
Fabrication
Transportation
Assembly &
Outfitting
Erection
Concrete
WEC
Shaw Nuclear
Modules
SMS
Shaw Constr.
At Site
Module Program Division of
Responsibility
Tra
ckin
g N
o.
00.
00.2
010
70
• Structural: Form structural elements of buildings
– Steel formwork modules with concrete filled in place
– Remain-in-place steel formwork modules with concrete
poured around
– Modules that are set into place to form part of a
building structure
• Mechanical: Formed out of
grouped system elements
– Equipment Modules
– Piping and Valve Modules
– Commodity Modules
– Standard Service Modules
AP1000® Module Types
CA20-18 ―L‖ Module Mockup
Tra
ckin
g N
o.
00.
00.2
010
71
• CA Type: Steel formwork modules with concrete filled in
place; consists of walls (CA01, CA20) and floors (CA34)
• CB Type: Remain-in-place steel formwork modules with
concrete poured around
• CG Type: Modules that are set into place to form part of a
building structure and are not outfitted with mechanical
commodities, such as platforms and grating
• CH Type: Modules that are set into place to form part of a
building structure and are outfitted with commodities
• CS Type: Modules that comprise steel stairways
AP1000® Structural Modules
Approximately 138 total structural modules
- 65 in Containment (16 CA. 36 CB, CH 9, CS 4)
- 32 in Auxiliary Building (8 CA, 1 CB, CH 12, CS 11)
- 10 in Annex Building (all CS)
- 31 in Turbine Building (16 CS, 14 CG and CH, 1 CA)
subject to change
Tra
ckin
g N
o.
00.
00.2
010
72
Examples of Modular Construction for
Westinghouse AP1000®
Turbine BuildingAuxiliary Building (NI)
Annex
Containment (NI)
Refuel Building
Tra
ckin
g N
o.
00.
00.2
010
73
CA20 – Auxiliary Building Areas 5 & 6
CA20 comprised of 72 Sub-
Modules:
Size (N x E x Height): 44’-0‖ x 68’-9‖ x
68’-0‖ [13m x 21m x 20.7m]
Dry Weight: 1,712,000 lbs. [777 Mg]
Tra
ckin
g N
o.
00.
00.2
010
74
CA20 — Structural Sub-Modules
Vertical Walls
Estimated Weights of
Structural Walls
CA20_01 64,621 lbs CA20_18 79,369 lbs
CA20_02 41,124 lbs CA20_19 43,804 lbs
CA20_03 69,518 lbs CA20_20 62,494 lbs
CA20_04 41,519 lbs CA20_21 46,171 lbs
CA20_05 58,587 lbs CA20_22 36,703 lbs
CA20_06 32,766 lbs CA20_23 46,416 lbs
CA20_07 25,263 lbs CA20_24 14,327 lbs
CA20_08 27,992 lbs CA20_25 20,074 lbs
CA20_09 Not Used CA20_26 81,833 lbs
CA20_10 70,244 lbs CA20_27 45,171 lbs
CA20_11 42,853 lbs CA20_28 48,953 lbs
CA20_12 73,086 lbs CA20_29 43,440 lbs
CA20_13 43,514 lbs CA20_30 44,975 lbs
CA20_14 72,118 lbs CA20_71 20,525 lbs
CA20_15 45,131 lbs CA20_72 20,478 lbs
CA20_16 43,701 lbs CA 20_73 20,291 lbs
CA20_17 43,248 lbs
Tra
ckin
g N
o.
00.
00.2
010
75
CA20 Sub-Module Configurations
CA20 Sub-module being shipped from module fabrication facility
All modules designed to be within
shipping envelope 12ft x 12ft x 80
ft. (3.65m x 3.65m x 24.36m)
Tra
ckin
g N
o.
00.
00.2
010
76
68’-0‖
8’-6‖
8’-3‖
CA20-01
30 Tons
68’-0‖
Sub-Module CA20_011
Tra
ckin
g N
o.
00.
00.2
010
77
CA20 Sub-Module Configurations
Tra
ckin
g N
o.
00.
00.2
010
78
Lifting of CA20 Submodules
Tra
ckin
g N
o.
00.
00.2
010
79
Vertical Assembly CA20
• Assembled in the
Vertical Position
• Automated Welding
• NDE - Visual & UT
Tra
ckin
g N
o.
00.
00.2
010
80
CA20 First Subassembly
8
0
Tra
ckin
g N
o.
00.
00.2
010
81
CA20 Subassembly
Tra
ckin
g N
o.
00.
00.2
010
82
CA20 Heavy Haul
Tra
ckin
g N
o.
00.
00.2
010
83
CA20 Lift
Tra
ckin
g N
o.
00.
00.2
010
84
CA20 Installation
Tra
ckin
g N
o.
00.
00.2
010
85
CA20 Module Installation
Tra
ckin
g N
o.
00.
00.2
010
86
Sanmen Unit 1 Containment Vessel
March 2010: Containment Vessel 1st
Ring positioned over Containment
Vessel Bottom Head and set into place
Tra
ckin
g N
o.
00.
00.2
010
87
CA01 — Steam Generator
& Refueling Canal Module
CA01 comprised of 47 Sub-
Modules:
Size (N x E x Height): 92’-0‖ x 96’-0‖
x76’-0‖ [28m x 29m x 23m]
Dry Weight: 1,600,000 lbs. [725 Mg]
Tra
ckin
g N
o.
00.
00.2
010
88
CA01 Assembly
Tra
ckin
g N
o.
00.
00.2
010
89
CA01 in CA Assembly Area
Tra
ckin
g N
o.
00.
00.2
010
90
Sanmen Unit 1 CA01 Module
9
Two 24-axle transporters are prepared to move CA01 March 27, 2010: The 1,030-ton CA01
module is lifted over the CV ring and
set in the reactor building
Tra
ckin
g N
o.
00.
00.2
010
91
CA02 – IRWST / Pressurizer Wall
Module
CA02 comprised of 5 Sub-
Modules:
Size (N x E x Height): 24’ x 6’ x 37’
[7mx2mx13m]
Dry Weight: 61,500 lbs. [ 28.3Mg]
Tra
ckin
g N
o.
00.
00.2
010
92
CA03 – IRWST Southwest Walls
CA03 comprised of 17 Sub-
Modules:
Size (N x E x Height): 116’ x 46’ x 42’
[35mx14mx13m]
Dry Weight: 420,000 lbs. [ 191Mg]
Tra
ckin
g N
o.
00.
00.2
010
93
CA04 – Reactor Vessel Cavity/RCDT
CA04
CB65CB66
CA04 comprised of 16 Sub-
Modules:
Size (N x E x Height): 21’ Octagon
across flats x 27’ [6.39m x 8.22m]
Dry Weight: 90865 lbs. [ 41.3 Mg]
Tra
ckin
g N
o.
00.
00.2
010
94
CA01 set on topCA20 – CA04,05
CA01 — CA05 Installation Sequence
Tra
ckin
g N
o.
00.
00.2
010
95
Commodity
Module R151
Size (N x E x Height): 54’-6‖
x 5’-3‖ x 7’-4‖
Dry Weight: 10,227 lbs.
Room (Area): 12151 (1215)
Plant Elevation: 74’-10‖
Classification: Non-safety
Piping Module Q240
(ASME Section III)
Size (N x E x Height): 27’-3‖
x 12’-9‖ x 11’
Dry Weight: 25,000 lbs.
Room (Area): 11208 (1120)
Plant Elevation: 96’-0‖
Classification: Safety
Equipment Module
KQ10
Size (N x E x Height): 7’-
2‖ x 5’-9‖ x 8’-10‖
Dry Weight: 10,000 lbs.
Room (Area): 11104
(1112)
Plant Elevation: 71’-6‖
Classification: Non-safety
Equipment & Piping Modules
Tra
ckin
g N
o.
00.
00.2
010
96
Q6-01, RCS Stages 1, 2, 3 ADS Module
Size (N x E x Height): 12’ x 12’ x 15’-
9‖ [3.6mx3.6mx4.8m]
Dry Weight: 110,000 lbs. [50 Mg]
Classification: ASME Section III,
Class 1
Tra
ckin
g N
o.
00.
00.2
010
97
Components on Modules
(Modules/Total Plant Quantities)
• Valves: 1059/3672 (29%)
• Piping: 8%
• Tanks: 10/73 (14%)
• Vessels: 22/26 (85%) (not including CRDM,CV, RV or Pressurizer)
• Heat Exchangers: 7/39 (18%)
• Pumps: 41/74 (55%) (RCP not included)
• Dampers: 9/750 (1%)
• Structural Steel: 21%
• Instruments: 15%
Tra
ckin
g N
o.
00.
00.2
010
98
Shaw Modular Solutions
• Location: Lake Charles, Louisiana
• Size: 410,000 square feet, 120 acres with option for 180 more acres
• Production Space: 7 Bays - 500’ long
• Width: Ranges from 70’ to 110’
• Indoor Height: Ranges from 40’ to 70’ tall, with the ability to assemble
structures up to 50’ high indoors
• Weight: Capacity in excess of 100 tons
• Barge Access: 37’ deep
• Administrative Building: 8,200 square feet
• Training Facility: 10,000 square feet
Tra
ckin
g N
o.
00.
00.2
010
99
Shaw Modular Solutions
January 2010
Tra
ckin
g N
o.
00.
00.2
010
100
Shaw Modular Solutions
March 2010
Tra
ckin
g N
o.
00.
00.2
010
101
Shaw Modular Solutions
March 2010
Tra
ckin
g N
o.
00.
00.2
010
102
Production – Shaw Modular Solutions
September 2010
Tra
ckin
g N
o.
00.
00.2
010
103
Production – Shaw Modular Solutions
Tra
ckin
g N
o.
00.
00.2
010
104
Production – Shaw Modular Solutions
September 2010
Tra
ckin
g N
o.
00.
00.2
010
105
Production – Shaw Modular Solutions
September 2010
Tra
ckin
g N
o.
00.
00.2
010
106
Production – Shaw Modular Solutions
October 2010
Tra
ckin
g N
o.
00.
00.2
010
107
Production – Shaw Modular Solutions
October 2010
Tra
ckin
g N
o.
00.
00.2
010
108
Module Assembly Building
January 2011 : V.C. Summer, Large Module Assembly BuildingDecember 2010 : Vogtle, Module Assembly Building
• Module subsections from SMS are stored at the sites until they
are scheduled to be erected in the module assembly building -
a specially designed building where welding operations can
occur in an environment unaffected by rain and wind.
• This building, constructed at each of the project sites, contains
the cranes and platens necessary to erect the modules.
Tra
ckin
g N
o.
00.
00.2
010
109
300 ft
12
0 ft
Assembly Methodology
• 120’ X 300’ concrete assembly area for CA01 and CA20
• Submodules joined in final position
• Conducive to a controlled environment
Tra
ckin
g N
o.
00.
00.2
010
110
Platen Area
CA01
Platen
Area CA20
300 ft
120 ft
Building Layout
• Building height 120 ft
• 104 ft under hook
• Four 50-ton cranes
• Provides 22 ft clearance over modules
Truck Access
Tra
ckin
g N
o.
00.
00.2
010
111
Module Assembly - Upender
• When a subsection is scheduled
for installation in the module, a
specially designed truck called
an upender is sent to the
storage site where a crane
loads the subsection onto
the truck.
• The upender backs into the
assembly building, where
hydraulic cylinders rotate the
truck bed 90 , raising the
subsection from horizontal
to vertical.
Tra
ckin
g N
o.
00.
00.2
010
112
Module Assembly - Upender
• An overhead crane in the assembly building will remove
the subsection from the upender and place it on an
elevated steel platen.
• The upender returns to the storage site to retrieve the
next subsection.
Tra
ckin
g N
o.
00.
00.2
010
113
Tra
ckin
g N
o.
00.
00.2
010
114
Lessons Learned
Tra
ckin
g N
o.
00.
00.2
010
115
Shaw’s High-Level Lessons Learned
• Fully integrated schedule
• Subcontractor qualification
• Quality assurance
• Workforce planning
• Problem identification and resolution
• Regulatory interface
Tra
ckin
g N
o.
00.
00.2
010
116
Concrete Placement and Quality Operating
Experience/Lessons Learned
• Lessons Learned:
– The concrete mix must be
right. It is 50 percent of
the success ratio
– Environmental factors,
including temperature,
humidity and wind
– Travel time from the
batch plant to placement
• Best Practices:
– Have on-site batch plants
to ensure the right
concrete mix and to
reduce travel time
March 2009: First Nuclear Concrete at Sanmen
March 2011: Two concrete batch plants for use during construction at Vogtle
Tra
ckin
g N
o.
00.
00.2
010
117
CA20 Module Operating
Experience/Lessons Learned
• Lessons Learned:
– Maximize effort in fabrication shop vs. field
– Rigging techniques and load leveling
• Best Practice:
– Readiness reviews
conducted with entire team
– Detailed as-built surveys
of CA20 and the base mat
dowels, minimized the
interferences on the base mat during setting
Tra
ckin
g N
o.
00.
00.2
010
118
CA20 Module
August 2009: CA20 Module Installation at Sanmen
Tra
ckin
g N
o.
00.
00.2
010
119
Module Assembly Building Operating
Experience/Lessons Learned• Lessons Learned:
– Weather can have a major impact on modular assembly
– Welding practices have the potential to deform long, thin plates
• Best Practices:– On-site modular assembly buildings provide better protection of modules
assemblies
– Vertical welding reduces stress on modules
Inside Module Assembly Building at V.C. SummerConstruction of Module Assembly Building at Vogtle
Tra
ckin
g N
o.
00.
00.2
010
120
CA01 Module Operating
Experience/Lessons Learned• Lessons Learned:
– Interferences of CA01 SG wall bottom channel steel with dowels
– Transport plan: deflection with the support frame
beams identified from the transporter load test
stiffener plates were added. Three transporters
are recommended for the future AP1000 CA01
transportation
• Best Practice:
– Planning and implementation of the leveling
during lifting, using counterweight basket
(lesson learned from CA20)
– Measurement and survey: CA01 layout survey,
embedment, potential conflicting dowels to
provide preset info – minimized setting and
fit-up problems
– Readiness review package
Tra
ckin
g N
o.
00.
00.2
010
121
CVBH Operating Experience/Lessons
Learned
• Lessons Learned:
– Sufficient qualified welders
– Pre-heat treatment method
– Improvements in design
and fabrication of spider
block and the lifting beam
• Best Practice:
– Set within 10 mm (.34 inch)
of location
– Readiness Review Package and punch list
– Preparation and implementation for the safe
and smooth transport and setting
Spider block and lifting beam
Tra
ckin
g N
o.
00.
00.2
010
122
Strategy for Successful Project
Deployment
• Select partners to optimize execution, risk profile, EPC
price, etc.
• Identify potential local partners and determine capability,
experience, financial standing, etc.
• Reach agreements on primary division of responsibility
(DOR).
• Maintain management commitment to excellence.
• Learn from the past–examine lessons learned and
implement best practices.
Tra
ckin
g N
o.
00.
00.2
010
123
Challenges Unique to Nuclear
Environment• Timing
– New nuclear unit delivery schedule approximately
nine years (vs. seven for coal), with three-
to four-year fabrication times for steam
generators and vessels
– Early decision-making is necessary
• Public Scrutiny
– Because nuclear power is such a high-profile technology, potential
problems at any site become widely known
• Uniqueness of Nuclear
– Nuclear power is among the most highly regulated activities in the
world,
so regulations are robust and closely followed
• Collaboration between Regulators
– Nuclear regulators make up a very small community and are far more
connected than in any other arena
Tra
ckin
g N
o.
00.
00.2
010
124
Challenges Unique to Nuclear
Environment
• Robust QA/QC is Vital
– Components emplaced in nuclear units require
much higher pedigree than those in fossil units
• Safety Culture
– Companies involved in nuclear unit construction must
not only foster safe working environments for
employees, but must also create a culture at the
worksite that prioritizes safety above scheduling and
cost concerns
• Specialization of Contractors & Subcontractors (C&S)
– Not all C&Ss have the the programs, processes,
procedures and people (―Four Ps‖) needed to
successfully build nuclear operating units
Tra
ckin
g N
o.
00.
00.2
010
125
Conclusion
• Beyond cost, what are the key factors that should be
considered in the selection of the right EPC contractor and
to what extent can the contracting methodology affect this
selection process?
• Nuclear power plants are complex and large projects. In
what ways can the early investment in infrastructure and
the development of a comprehensive schedule play in the
success of the project?
• What are the key factors that should be considered in the
selection of subcontractors and what steps can be taken to
ensure the efficient procurement of commodities and
components?
Tra
ckin
g N
o.
00.
00.2
010
126
Conclusion
• How can modular construction techniques affect the
competitiveness and deployment of nuclear power plants in
the future?
• What are some of the key lessons learned from previous
construction activities and what steps can be taken to avoid
their repeat in the future?
Tra
ckin
g N
o.
00.
00.2
010
Shaw’s Power Group