This was a planned inspection of the Quality Management (QM) arrangements being applied for the 400KV Project Work being undertaken during the 2016 R8 Statutory Outage at the Heysham 2 (HY2) nuclear licensed site.
I carried out a planned compliance inspection against Licence Condition 17 (LC17) ‘Management Systems'. This focussed on the adequacy of the quality management arrangements 400KV Refurbishment Project Work being undertaken during the 2016 R8 Statutory Outage.
I found that HY2's compliance with LC17 Management Systems for the areas inspected is adequate (IIS Rating Green).
The intervention was performed in line with ONR's guidance requirements (as described in our technical inspection guides) in the areas inspected.
The intervention was performed in line with ONR's guidance requirements (as described in our technical inspection guides, which can be found at www.onr.org.uk/operational/tech insp guides/index.htm) in the areas inspected.
I was satisfied from the discussions with the Project Management Team that robust project management and project oversight arrangements are in place and that there is good integration with the outage planning team. There is a range of interface meetings with contractors to maintain communications and monitor their activities.
This project is a repeat of the transformer exchange that was undertaken on the R7 unit in 2015 and good use has been made of the Operating Experience (OPEX) and Learning from Experience (LFE) from the previous installation on R7 unit which has led to improved ways of working for the R8 unit. An example of this is the improved document control arrangements and the introduction of a dedicated document controller for the project. .There has been good interaction and dialogue with the contractors to identify all round efficiency improvements.
I noted that the responsible engineer has provided robust technical oversight which has enabled quality to be built in as the project has progressed.
I was content that there are adequate arrangements in place for controlling interfaces between the contractors. An interface document illustrating the interfaces has been produced and this is complimented by a work sequencing document which in turn is linked to the outage plan. The project has a strong interaction with the outage management team and the Outage Protection Electrical Work Island. An example of improved interface arrangements includes the National Grid and the issue of the Safety Responsibilities Schedule, which has led to efficiencies in working arrangements.
I noted the oversight that the Project Quality lead has brought to the project and the strong focus on making sure that the controlling quality documentation is correct and in place. I discussed the surveillance programme and was satisfied that the approach being taken was adequate.
I did not raise any findings but did make minor observations relating to improvements in control of sub-contractors and spares management which do not affect the return to service of unit R8.
I was satisfied from the activities I sampled and the discussions with project staff that robust project and quality management arrangements are in place for the 400KV Programme of work being undertaken during the R8 outage and that intelligent use of OPEX and LFE from the previous installation has resulted in improved efficiencies.
For the areas inspected, HY2's compliance with LC17 Management Systems for the outage is judged to be adequate (IIS Rating Green). No actions have been raised.
I recommend that, based on the areas and activities sampled during this inspection, that the LC17 Management Systems arrangements for the outage of 400KV Project Work being undertaken during the HY2 R8 Outage, should be considered adequate to permit a return to service of the unit.