Technology Management in the Nuclear Industry: The Pebble BedModular Reactor Experience
J6rg LalkPebble Bed Modular Reactor (Pty) Ltd, South Africa
SUMMARY
This paper addresses a technology management processmodel that will augment the effectiveness of the technologyprogramme (a focused grouping of technology projects) of thePebble Bed Modular Reactor (PBMR) project. The PBMR is ahigh temperature gas cooled nuclear reactor that fulfils therequirements of a Generation IV reactor. Put into perspective,most operational nuclear reactors today are either Generation IIor Generation III with a few Generation III+ developmentsnearing operational use. The project is generally described asbeing some five or more years ahead of other Generation IVefforts in South Korea, China and the USA. This places theSouth African PBMR project in a class of its own, invariablycausing a situation where it is difficult to compare keytechnologies directly with current operational reactors.
The PBMR project is sometimes described as a so-called"First of a Kind Engineering" or FOAKE project making aneffective technology management model all the more important.South Africa is faced by a huge electric power shortage as far ascapacity is concerned. Whereas the country always had theluxury of sufficient spare capacity and cheap electricity this hasrecently changed somewhat dramatically. At this stage there isno spare capacity available and if the country's economy growsat the government's aim point of circa 6% per annum a further40,000 MW of capacity needs to be added to the circa 38,000MW of current capacity. In addition, with the exception of asingle nuclear power station (the only one on the Africacontinent) most capacity is provided by coal-fired powerstations. Apart from the obvious environmental impact of this
there are further geographic and practical limitations thatalmost forces a move towards nuclear power. The South AfricanGovernment has indicated its official acceptance of this routesome time ago, evidence of which is the huge investment in thePBMR project. Not only will this lead to a very advancedreactor design, but also this project is seen as the impetus for thedevelopment of a nuclear industry. This adds to what is alreadya very complex situation as the project also is expected to be adriving force behind human development in the high technologysphere. Invariably this leads to a more formal approach tochoosing projects that will satisfy the PBMR technology needs aswell as forming the vehicle for advanced manpowerdevelopment and training.
This paper describes the development of such a model froma successful technology programme that initially focused mostlyon specific technology projects with scant regard of the effectivemanagement of these from a technology managementperspective. It is generally accepted that it is poor practice toattempt developments of new unproven technologies as part ofthe critical path of capital projects such as the PBMR. It isdesirable to move such technology projects to a dedicatedtechnology programme where the focus will remain on thespecific technologies, and should these turn out to be less thansuccessful, not influence the large project too negatively. Thissaid, the challenge lies in being able to identify the correct mix oftechnology projects, driving these to success and, importantly,identify appropriate insertion points of the outcomes of thesetechnology projects into the capital project. This paper describessuch a management model, its implementation and offers aglimpse into the first results of its application.
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TECHNOLOGY MANAGEMENT IN THENUCLEAR INDUSTRY: THE PEBBLE
BED MODULAR REACTOREXPERIENCE
Jorg La/kPebble Bed Modular Reactor (Pty) Ltd,
South Africa
OVE.RVIEW _ -
* Electrical Energy in South Africa: Overview* What is aPBMR?* Why is the project unique?* PBMR's development philosophy* Why is technology management important?* How do we ensure a reasonable ROI?* Proposed technology management process* To summarise
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Eskom currently finds itself in a position where thedemand for electricity may exceed the availablesupply from time to time. In order to manage thesituation in the best possible way, planned supply
interruptions may have to be carried out.-www.eskom.co.za, Feb 2007
Jorg Lalk
200O Primaw EnergySu ESKOM supplies 90% of South Africa'sCmol electrical energy needs (-Source: ESKOM)h; 60% of total electricity generated on thet. Africa continent (-Source: ESKOM)
80% of generating capacity is from coal-firedpower stations (-Source: ESKOM)
Ohfr-ESKOM plans to spend some $13.5b onnew generating capacity by 2010 (mostlycoalI) (-Source: Business Day, 15 Feb 2007)
, Plans to spend a further $14b on nuclear by
l 2030 (24 PBMR's, 12 conventional nuclearpower stations) (-Source: Business Day, 15 Feb 2007)
-Source: ESKOAI
JogLl
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* PBMR = Pebble Bed Modular Reactor;- say what!!!?
* The PBMR is based on high temperature gas-cooled reactor (HTGR) technology, originallydeveloped in Germany.
* Instead of using the German power conversionconfiguration, which was a gas-to-steam cycleheat exchanger, the PBMR uses a direct cyclepower conversion configuration, so-calledBrayton Cycle.
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* The first Generation IV reactor that will go critical in about 2011,years ahead of any other effort to develop a Generation IV reactor(note this is not a research reactor but a full-scale "first-of-kind" thatwill supply electricity to the national grid)
* It fulfils all Generation IV criteria wrt. passive safety, proliferationresistance, affordable, etc.
* Has some other potential uses for example, process heat, hydrogen,desalination.
* It comes from Africa, a continent that is generally viewed as beingsomewhat behind the rest of the world!
Ex{E.er rSRS2 Rhusf nih _es - Lang aysfenxfine cawfs
- Lrog efferhre IFFroSlifeo X Pfisn PRResesf=ce _ xe r unddlctr}mand Pllysiril/ and FhJrarsailFroon Fts2esihn Pkt-2 !yffinsfa{}atib --Faseive safFyfe3hres
(Source: US DOE & Gen IV Work Group)
* Our initial technology focusareas emanate from these goals
* Focus on especially:* Waste Minimization* Core metrics* Safety
* But now requires an overarchingtechnology managementframework
J.rg Lalk
* Base the PBMR on technology demonstrated by the AVR, THTR,(German) and other early gas reactors where sufficient successfulexperience exists
* Utilize materials, components and processes that have a provennuclear industry track record or proven industrial record to themaximum extent
* Conduct research and development to address technologyapplications new to the PBMR nuclear applications or where PBMRconditions go beyond existing industry experience data
* Develop test facilities that are capable of additional confirmatorybenchmarking of PBMR analysis codes for the PBMR designconditions
Current Technology / -FeRegime~~~~~~~~~~~~~~~Graphite Lifetime
l / - ~~~~~~~~~~~ReactorOutlet Pipe Liner
| 400 MWt > - Ma~~~~turbinealande Doisc Material Development
_ - ~~~~~~~~~~~~Codesand Standards (60 y)
-IHX Hydrogen Process-Codes and Standards (60 y)
Source: J Slabber, D Matzner; PBMIR (Pty) Ltd
@~~~~Hnln newtehnooges
* Well-known that simultaneous development of new(risky) technologies with major projects not good practice
* Hence a separate Technology Program was defined thathas interfaces to the DPP project but will not negativelyinfluence it should a particular technology project withinthe program not deliver in time, or not at all
* Technology Program defined by a formal TechnologyPlan that identifies the most-pressing new technologyissues = First Step Taken
* Next?
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* Design philosophy of demonstration power plant (DPP)is based on mature technologies- Sourced from Germany, improved in South Africa- Development process makes use of best nuclear practices- Aimed at developing, building and demonstrating a full-scale
(400MWt, 1I65MWe) power plant- All development uncertainties covered by extensive testing,
testing facilities (e.g. Helium Test Facility, Heat Transfer TestFacility)
- No new uncertain technologies being developed as part of DPPdevelopment effort
~~~nure techncal risks are as low aspossibl
J.rg Lalk
* Technology Program originally defined addresses immediatetechnology needs
* Focus initially on specific technology areas* But now needs a visible technology management "vehicle" to ensure
ideas, new insights, etc. are captured and developed where deemedimportant (short, medium and long term)
* Need to ensure that technology is not developed for the sake oftechnology but for the good of the project and the company
* Added complication of requirement to also use technology projectsas platform for the development of technical expertise at advancedlevels (e.g. Masters and Doctoral students)
* Need to formally identify and define insertion points of newtechnologies into main projects as and when maturity of technologyis acceptable
JogLI
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* Based on foundation of existing PBMR Technology Program* Using best-practices from technology management literature and
experience, but with nuclear peculiarities and strict safetyrequirements addressed
* Challenged by creation and development of a new company (and forthat matter industry) at the same time
* Key element is the creation of a "Network of Expertise" thatleverages the best capabilities and expertise South Africa has tooffer in carefully defined areas
* Selected expansion of the Network of Expertise with internationalcapabilities where deemed necessary, but then also with a focus onsensible transfer of knowledge to the South African network.
* Create a new high-level management vehicle to address thecompany's technology activities
~~Technology:Maaee ThCmiteB TECMANCO"reP B M R 1lilililil-1 1lllllllllllI~~~~~~~~~~~~~~~~~~Jwgal
* Single point of responsibility for management oftechnology (also from a strategic perspective)
* Single entry point for technology requirements fromorganization
* Responsible for technology acquisition processes, policy& strategy (to EXCO)
* Screening of technology needs* Technology trends analysis (external) & audits (internal)* Screening & approval of technology projects (investment
decisions taken by EXCO; based on recommendationsby TEGMANCO to EXCO))
* Gatekeeper of technology repository* Ownership of technology portfolio (and portfolio
management)
Jorg Lalk...
Management Process _-
* Rely on Dr Robert Cooper's Stage Gate Model-Large body of literature-Generally accepted as a "best practice"-Widely used in different industries (locally for example SASOL,Denel, Reunert, SAAB Grintek uses adapted versions) forproduct development
-Cooper has further modified the model to fit closer to atechnology development scenario (this has been further modifiedto fit the PBMR environment; refinement may however still beneeded....)
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* Adapted stage-gate process focuses on one (technology) project ata time
* But the Chief Technology Officer is responsible for PBMR'stechnology program- Hence a need also to focus on a technology portfolio- Same ideas are be applied but now ties into both PBMR's Technology
Strategy (to be developed) and Technology Plan (formal status);TEOMANCO "owns" both and remain accountable for their developmentand relevancy
* TEGMANCO and technology management processes need to besupported by top management to ensure ongoing technologydevelopment (and resulting capacity building):- Maximises ability of company to overcome technology barriers- Contributes to PBMR's main business (and effective use of resources)- Is aligned with PBMR business goals
JogLI
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* Implementation of a formal technology managementapproach:- Reduces duplication within main project environment- Ensures effective use of limited technology budgets- Ensure correct insertion points of new technologies into main
projects (for now DPP). Not easy though to identify theseinsertion points!
- Ensures investment in correct (for the company) technologies- Maintain company's technical edge- Acting as "capture funnel" for ideas from ALL technical areas- Ensure capacity building in correct capability areas- Increase visibility of technology development activities
JogLI
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[1] Kagramania, V., Konnov, S. and Rogner, H.; "Climate change drivingforces:Nuclear energy and the latest IPCC mission scenarios", pp. 31-35, IEAE Bulletin, 42/2/2000
[2] Kawashina, K., "Nuclear policy, strategic planning and development offuture technologies in Japan", Department of Nuclear Engineering,Tokai University, Japan
[3] "A technology roadmapfor Generation IVnuclear energy systems", USDOE and International Generation IV Forum, December 2002
[4] Rousseau, P.G. and Greyvenstein, G.P., "Changing the face of nuclearpower via the innovative pebble bed modular reactor", Proceedings ofPower Generation World, Midrand, South Africa, March 2004
[5] Cooper, R.G., Edgett, S.J. and Kleinschmidt, E.J., "Optimizing thestage-gate process: What bestpractice companies are doing", ResearchTechnology Management, Vol. 45, No. 5, 2002
[6] "South Africa's national research and development strategy",Department of Science and Technology, Pretoria, South Africa, 2002
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