Shutdown project planning

This fact is not designed to take away from the importance of either one. The good news is that the mechanics of planning and scheduling is the same for either daily/weekly or shutdown/project maintenance. Well planned work orders are the fundamental requirement of both routine and outage maintenance. Many organizations lose sight of this fact. 

Project shutdown planning establishes the duration of the project, the resources needed to complete each activity, and the required sequence of performance of each job. 

Shutdown work is classified three ways (1) repetitive, (2) non-repetitive, or (3) capital projects. All three require operations supervisor s approval. All shutdown work is sent directly to the maintenance central planning department. 

The HIMAC-NIRS Program. After the shutdown of the therapy facility at Berkeley, the National Institute for Radiological Sciences (NIRS) in Chiba, Japan initiated a therapy program with carbon ions. In 1993, construction and installation of the Heavy Ion Medical Accelerator in Chiba (HIMAC) was completed. This was the world s first carbon-ion accelerator fully dedicated to medical use in a hospital environment. The HIMAC project was part of the Japanese government s 10-year plan against cancer. 

BASF, a multinational chemicals industry leader, reported that plastics consumption grew from 86 million tons in 1990 to 174 million tons in 2003. At one time, BASF projected that plastics demand would grow further to 318 million tons in 2015. However, due to the global economic crisis of 2008-2009, the picture for plastics consumption worldwide changed significantly. Decreasing sales, plastics plant shutdowns and employee layoffs became commonplace. BASF, for example, reported reductions in its production in 2009, and shortened work hours were implemented for more than 4,000 employees early that year. By June 2009, BASF shortened hours for an additional 3,000 employees and planned to cut 2,000 jobs by the end of the year. 

Cost-reduction projects are aimed at reducing the cost of production of an existing plant. The most common cost-reduction investments are for preventive maintenance, in which equipment is replaced, repaired, or cleaned after a planned interval and before the equipment deteriorates to the point where it could impact process performance or safety. Most preventive maintenance projects are small and are handled through the plant maintenance budget, but some can be very large, expensive projects requiring a major plant shutdown, for example, replacing the fired tubes in a main... 

The USNRC is currently performing a demonstration project wherein the ATHEANA (a detailed human reliability) methodology is being used to identify the potential for operator actions (e.g., errors of commission and errors of omission) during full power operation for a limited set of conditions at one nuclear power plant. Current NRC plans call for a demonstration application of the ATHEANA methodology to low power and shutdown conditions. 

Within CAREM project, the effort has been focused mainly on the nuclear island, i.e. internals of the containment and safety systems, where several innovative design solutions require R D within the first stage, in order to assure that they comply with functional requirements. These are mainly the solutions for Reactor Core Cooling System (RCCS), Reactor Core and Fuel Assembly, Reactor Pressure Vessel Internals (RPVI), and First Shutdown System (FSS). To fulfil project requirements, an extensive experimental plan has been prepared that includes the design and construction of several experimental facilities. 

An emergency response plan is absolutely necessary to ensure continued reliable project performance, to prepare for rapid response to any unanticipated shutdown caused by mechanical breakdown or accident, and especially to provide formal communication lines among all affected parties in a timely manner. A coherent plan is essential for compliance with ASCE Code Canon 1. 

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