3.9.3.Defining the required skill level of supervisors and workers and carrying out education and training

Given the strict quality requirements and the high upfront costs of a nuclear power plant project, the intervention of the utility together with its main contractors and subcontractors in sponsoring, establishing and implementing training is of the utmost importance.

Planning and implementing effective education and training programs depends on several factors: country and location of the project, infrastructure and human resources available, specific requirements linked to construction methods and procedures, etc. In all cases, sufficient funding should be provided to allow on the job training and activities such as developing special skill requirements.

Skill level, education and training of supervisors

Usually, supervisors have several years of previous experience as trade workers and then as foremen. The basic skills needed can be either previously possessed or developed, such as:

—Planning, scheduling, organizing work;

—Directing and coordinating work;

—Leadership skills, human relations, problem solving methods;

—Understanding the elements of a safety culture;

—Quality principles, quality implementation and quality control skills;

—Motivation, effective communications.

The skills indicated above should be complemented by formal education and training where and when necessary or gradually improved through informal on the job coaching (apprenticeship with more experienced co-workers or supervisors).

Skill level, education and training of workers

On-going issues for employers have been present in the construction work force due to a lack of sufficiently detailed skill requirements and ineffective personnel training. Education and training efforts should be on-going to meet the needs due to the typically high attrition levels and worker turnover numbers on a construction site.

Training and certification as well as special skills for all relevant areas should be developed (such as welders, electricians for cable connections, etc.).

4. CONSTRUCTION MANAGEMENT —

COMMISSIONING PHASE

4.1. CONSTRUCTION COMPLETION PROCESS

Project progress has to be controlled from bulk material installation basis to system turn over basis. Around six to eight months before supply of electric power, construction office sets up the construction completion group (CCG). The main functions of CCG are:

—Overall responsibilities of construction completion and system turn over;

—Preparation turnover package to commissioning group based on the turnover schedule.

At the early stage of construction, the commissioning group has to prepare procedures for the commissioning and operation including a training programme. After completion of each test, final turnover has to be done by the

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(Startup Operation)

FIG. 23. Typical construction completion process.

CHT : Cold hydrostatic test

HFT : Hot Function Test

F/L : Fuel Loading

COD : Commercial Operation Date

PAT : Power Ascension Test

commissioning group. From the fuel loading (F/L), operation organization starts the power ascension test, plant performance test for commercial operation.

4.2.TURNOVER PROCESSES

Typically, there are three turnover processes from the end of erection to commercial operation.

—The first is the system turnover. It is a transfer of system and components jurisdiction from construction to commissioning after checking and testing the system and components being turned over for installation correctness, cleanliness and completeness;

—The second turnover is the one in which systems and components are transferred to the plant operations after the construction activities and start-up tests have been completed;

—Finally, the room turnover is done to transfer jurisdiction of the construction areas from construction to plant operations.

The construction group submits the turnover (T/O) package to the commissioning group in which are included; i.e. the following documents:

—Completion certificates;

—Marked up piping and instrumentation diagrams (P&ID) and electrical drawings;

—Copy of outstanding non-conformance reports (NCR), field change records (FCR);

—Equipment alignment data sheet;

—List of special tools and spare parts;

—Turnover exception list;

—Test results (hydro test and pneumatic test etc.), vendor testing and calibration records;

—Equipment specification;

—Maintenance records, vendor drawing, etc.

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The commissioning group submits their T/O package to operations which contains the following documents:

—Turnover exception list;

—Markup P&ID and electrical drawings;

—Copy of the outstanding non-conformance report (NCR), and the field change record (FCR);

—Startup test results;

—Specific construction assurance testing like flushing, pre-operational summary sheets and event records;

—Preventive maintenance records, special maintenance records, etc.

The construction group submits the room T/O packages to operations organization comprising the following documents:

—Work completion certificate;

—Area/room check and exception list;

—Building layout drawing;

—Area/room key list.

4.3.PRESERVING REFERENCE DATA, MATERIAL CONDITIONS, KEEP TEST MATERIAL

Construction records in nuclear power plants are required by applicable codes, standards, specifications, regulations and by the Owner/Operator. These records are assembled and retained as history dockets for nuclear systems and as history files for non-nuclear systems by the construction contractors during the construction phase

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FIG. 25. Typical turnover process to commissioning and operation.

of the project, by the commissioning team during the commissioning phase of the project and by the site project management.

History dockets and history files are also prepared for equipment and materials in the nuclear steam plant by material suppliers. They are then reviewed and accepted by the general contractor/architect engineer and by the owner. Preservation of all history dockets/files, prepared by all parties involved is the ultimate responsibility of the Owner/Operator.

Construction contractors and sub-contractors prepare their history dockets and history files as per the site project management organization requirements. Project management should have a construction quality assurance program and procedures governing it. They should contain clear requirements and performance expectations regarding record keeping of all contractors in order to ensure that the contractors inspect the installation/fabrication in accordance with the inspection and test plan (ITP) and all applicable procedures, technical and quality requirements, that the drawings, specifications, codes, standards, regulations have been followed.

In terms of manufacturing records, it is the responsibility of the general contractor/architect engineer to ensure that inspections, tests and examinations have been carried out in accordance with the accepted inspection and test plans and checklists.

Requirements on manufacturing records and their contents should include:

—Certificates showing that the inspection status was maintained and items were properly identified;

—Qualification of the suppliers was demonstrated through audits and quality system verifications, that the correct revision of applicable specifications, drawings, standards and procedures was used;

—Qualified personnel executed the work, that environmental and seismic qualifications are complete and acceptable;

—Measuring and testing equipment was calibrated;

—Data and test results were accurately recorded and evaluated;

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