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SWEDEN CASE STUDY: INTERFACE WITH PROJECT DELIVERY TOOLS

Waste management

The radioactive material has to be conditioned as radioactive waste or to be approved as not radioactive and released as not radioactive. Therefore the material has to be segmented, decontaminated, measured or packed as radioactive waste for interim and final storage.

Waste management requires control and performance principles of a production plant. The material from dismantling is comparable to “raw material” treated in different facilities and the qualified waste package and the material for free release are comparable to “products”.

Waste management is steered “reactive” on the needs of dismantling, comparable to a “Single item production” reacting on customer’s needs. Waste management is not “allowed” to become a “bottle neck” (adaption of capacity needed).

Main KPIs can be:

inventory development, inventory control [number of boxes per storage; raw material inventory];

facility specific performance and specific treatment cost;

production performance [production input; production output; principle: all in= all out] and process failure indicator/error rate;

risk;

safety indicator.

Ongoing work and other interdependencies

Applying best practice for “major asset project” in nuclear decommissioning includes applying LEAN principles and implementing standardisation approaches. This includes adaptions of project delivery tools and forms an important task of the strategy development process. The strategy development process also includes risk management with direct interdependencies to both cost estimates and project delivery tools.

There are also more interdependencies than just between the cost estimates and the planning and execution of the project that needs to be addressed for the project delivery tools, for example in the context of financial reporting in relation to the Swedish Nuclear Waste Fund. Preliminary discussions have been held between the Swedish nuclear industry and the Swedish Radiation Safety Authority on how information developed in this context can be handled. However, no decisions have been made.

48

COST BENCHMARKING IN THE CONTEXT OF NUCLEAR POWER PLANT DECOMMISSIONING, NEA No. 7460, © OECD 2019

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