Dounreay’s Nuclear Flask Loading Facility Project – A New Delivery Strategy Liverpool John Moores University 30 January 2017 Mike Scully, Chris Riley and Lewis Smeed

1. Flask Loading Facility
(FLF) Project
“A new delivery
strategy”

2. association for project management Nuclear Technology and Innovation
FLF Project Overview
Irradiated Exotic Fuel is currently stored at Dounreay. As part of the
Dounreay decommissioning and restoration scheme, this fuel is to be
relocated to the Sellafield site in Cumbria.
To support this operation, the requirement was identified for a new
Flask Loading Facility (FLF) to enable the handling of transport flasks
to be loaded with Irradiated Fuel (IF) Containers for both road and rail
transfer.
Client: Dounreay Sites Restoration Limited
Location: Dounreay and Warrington
Contractor: Nuvia Limited

3. association for project management Nuclear Technology and Innovation
Project Outline
• The Project was to complete a concept and scheme
design for a new Flask Loading Facility at Dounreay.
• The function of the facility is to transfer fuel in Irradiated
Fuel Containers from site flasks to road/rail transport
flasks for onward transfer.
Contract stages
Phase 1 Concept
Phase 2 Preliminary Safety Case (PSR and Planning App support)
Phase 3 Scheme Design

4. association for project management Nuclear Technology and Innovation
Scope of Work
The Project scope included the following:
• Concept Design - a fully functional plant proposal was produced with fuel storage, fuel
preparation, and onsite flask unloading and offsite road/rail flask loading capability.
• Development of the Preliminary Safety Case (PSR) and Environmental documentation.
• Scheme Design – Developing the approved concept to enable a technical specification to
be produced for Detailed Design and Build Contract.
• Performance of the CDM 2015 roles of Designer and Principal Designer.

5. association for project management Nuclear Technology and Innovation
• The client outlined a preferred approach to roll back major elements of the FLF functionality into
the ‘Donor Plants’ resulting in a much reduced specification.
• Project timescales were vital as the Clients overall site decommissioning programme required, by
a specific date (Jan 2016), the ability to place a contract for detailed design and build. Therefore
delays at the front end of the project could not be allowed to impact the overall completion date.
• The resulting challenge for the FLF team was that a new Scheme Design including PSR was
required in six months instead of the planned 10 month schedule for the scheme design without
the benefit of a proven concept.
• This presented a challenge as key elements of the design specification were yet to be decided
The Challenge

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Options Developed
Main project driver - to decommission PFR at the earliest possible date
Baseline Option
FLF with 30 IF Container Storage
Option 1
FLF with 300 IF Container Storage
Option 2
PFR Re-Use of Pond - FLF with 300 IF Container Storage
Option 3
Phased Build FLF with 300 IF Container Storage
Building Information Modelling (BIM) with a Nuclear Project

7. association for project management Nuclear Technology and Innovation
• BIM - The project was delivered using a BIM
(Building Information Modelling) Level 2 process
whereby the majority of plant design definition
was incorporated into one 3D model. Supporting
drawings were reduced to a minimum.
• BIM Level 2 is all about Collaboration.
• Minimise “dumb” information, Maximise
centralised information.
Building Information Modelling (BIM) with a Nuclear
Project

8. association for project management Nuclear Technology and Innovation
• Planning is key.
• Getting the right systemisation in place
early makes proper collaboration
much easier.
• Each discipline has its own centralised
model which is incorporated into a
federated model for reviews and clash
detection.
Building Information Modelling (BIM) with a Nuclear
Project 212 Process Air (.IAM) EFD 105 External Temporary Supplies
214 Breathing Air (.IAM) EFD 105 External Temporary Supplies (.DWG) BCD
231 Fire Fighting Systems (.IAM) GA 110 External Supplies (.DWG) BCD
200 Mechanical Services Systems (.IAM) GA 232 Fire Water Storage & Pumps (.IAM) 130 Power Distribution (.DWG) SLD
235 Hot Water System (Heating) (.IAM) 140 UPS Systems
242 Portable Water (.IAM) 150 Diesel Input Board
244 Domestic/Foul Water Drainage (.IAM) 151 Standby Diesel Generators
160 Normal Lighting
710 General Area Supply Services - CS (.IAM) VFD 170 In Cell Lighting
720 Flask Loading Bay Vehicle Extract - CS (.IAM) VFD 180 Emergency Lighting
MEP (.IAM) 700 Ventilation (.IAM) GA 730 General Area Extract System (Main Building) -CL (.IAM) VFD 190 Small Power
740 Transfer Cell Area Extract/Stack Discharge System - CM (.IAM) 195 Earthing (.DWG) Earthing DIA
780 Change Room General Area Extract System -CL (.IAM) VFD 196 Lighting protection
930 Fire Protection Systems Layout
900 EC&I (.IAM) GA 940 CCTV-Systems-Process and Surveillance
945 Communications - BT Telephones
946 Communications - Internal Data
310 Flask Handing Crane (.IAM) GA 947 Communications -Intercom/PA
311 Z6022 Flask Handling Equipment (.IAM) 950 Main Plant Control System TOPOLOGY DWG
312 Transfer Flask Handling Equipment (.IAM) 955 Plant Data Management/SCADA TOPOLOGY DWG
330 Z6022 Flask Bogie (.IAM) 957 Management Information Systems
335 Transfer Flask Bogie (.IAM) GA 958 Main Control Room Layout
360 Flask Handling Area Roller Shutter Doors (.IAM) 960 Plant Security System - Access
Flask Handling Area 370 Z6022 Top Cover Equipment (.IAM) 970 Activity in Air Monitoring (Inc. Interlock Monitoring) Layout
and Transfer Halls (.IAM) 375 Z6022 Flask Docking Port (.IAM) 971 Criticality Incident Detection
380 Transfer Flask Outer Cover Equipment (.IAM) 972 Stack Monitoring
FLF Building and 385 Transfer Flask Docking Port (.IAM) 974 Air Quality Monitors
Navisworks (.NWF) 390 Transfer Flask Inner Lid Handling Machine (.IAM) DPD 975 Building Evacuation
Collaboration of weekly 391 Transfer Flask Interspace Test Equipment (.IAM) 978 Change Room/Portable Instruments
snapshots from each disciplines 395 Shielded PA Door (.IAM) 980 Special Radiometric Instruments
navisworks file. Weekly .
NWD snapshot produced for review.
Mech (.IAM) 800 Out Cell Operating Area (.IAM) GA 810 MSM Maintenance Area (.IAM)
820 Flask Maintenance (.IAM)
410 In cell Equipment Import/Export (.IAN)
430 MEB Equipment (.IAM)
440 Grab Station (.IAM)
400 Transfer Cell .(IAM) GA 460 In Cell Crane (Inc. Grabs) (.IAM) GA/DPD
470 In Cell Crane Maintenance Shield Door (.IAM) DPD
480 Shielded Personnel Door (.IAM)
490 Buffer Store Array (.IAM)
Reference shrink-wrap
model (.IPT). Model is
placed in all assemblies 001 External Works (CS&A) (.IAM) GA
where marked 010 Plant Layout & Space Management FLF Facility (.IAM)
011 Architectural Building Layouts (.IAM) GA
Civil Building 012 Steel Work Superstructure (.IAM)
Fabric (.IAM) 013 Reinforced Concrete Structures &Foundations (.IAM)
014 Secondary Steel Work(.IAM)
030 MSM Equipment (Runway Beams) (.IAM)
090 Out-Cell Runway Beams (.IAM)
External Plant
Works
GA300

9. association for project management Nuclear Technology and Innovation
Component Parts
• FLF Flask Loading Facility - 36 Flask Storage
• IF Container Irradiated Fuels Container – 2700mm x 195mm
• Inter site Flask (Existing)
• MEB Multi Element Bottle - IF Containers
• Flask Transport Flask - 50 Tonne and 4000mm high
What is a Flask?

10. association for project management
MEB lidding equipment
Platform & stairs
to in-cell Crane
Maintenance Area
IF container swab monitoring
glove box
MSM & shielded
viewing window
MSM extraction
hoist & beam
Stairwell to
-3m level
Shielded cell wall
1.350m thk
Original Concept Design

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Original Concept Design
Original Storage for 300 IF containers

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Flask Handling Area

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Z6022 Transfer Hall

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Plant Rooms

15. association for project management Nuclear Technology and Innovation
• BIM - The project was delivered using a BIM (Building
Information Modelling) Level 2 process whereby the
majority of plant design definition was incorporated
into one 3D model. Supporting drawings were
reduced to a minimum.
• The team developed new processes for
checking/approving designs and working with the 3D
model and managed the records electronically which
streamlined the process significantly reducing
timescales.
Making it Happen
“Nuvia demonstrated their ability to truly integrate with the client team to deliver the scheme design scope. To collaborate, be
flexible in meeting our moving requirements, and yet be robust in applying the processes and procedures that ensured the delivery
of a substantiated scope of work when it was required. Many a time I challenged Nuvia personnel to 'make it happen', and they
delivered.”
DSRL Engineering Manager, FLF Project

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Throughput video

17. association for project management Nuclear Technology and Innovation
Stage 3 Scheme Design
The Concept and PSR were completed on schedule
and within budget when a significant change in
approach was initiated by an emerging opportunity
which required the design to be reworked.
Project Change
Change entailed the de-scoping of many of the
original functional processes as they were ‘rolled
back’ into their own donor plants.
Typically the project completion date remained
fixed as it formed part of the site wide
decommissioning programme.

18. association for project management Nuclear Technology and Innovation
• In delivering the Project with a such a significant
change we formed an integrated team with the Client
and jointly developed a set of revised baseline design
parameters at the outset against which we delivered
the design.
• The scope of work was developed in stages as we
moved forward re-setting objectives around decision
points which acted as gateways. This approach
provided focus in short term whilst working toward an
agreed goal.
• Weekly internal technical reviews based around the
model were held agreeing approaches and resolving
issues as they were encountered.
Managing the Change
The approach undertaken mitigated potential conflict
situations arising.

19. association for project management
Delivery Team
The team demographic in which the
relationship between the discipline leads
and the 3D modellers meant that the
engineering seniors could be centred on
developing engineering solutions in an
emerging scope while the modellers were
able to focus on producing the designs and
integrating the requirements of the
engineering teams.

20. association for project management
Collaboration and Conflict Management
Logistics Separated by a distance of 550+ miles the integrated team
needed to work closely and efficiently as we effectively restarted
the team building process.
Management of potential conflict situations was vital during the
‘forming and storming’ process as we were redefining the project
scope whilst delivering on a fast track basis.
The new requirements brought many new stakeholders into the
project including donor plant Operations, safety and security
teams.
Rules of engagement were agreed at the outset to promote an open culture and trust.

21. association for project management
Logistics – Design Reviews, HAZOPs etc.
24 people at Thurso plus Client team 8 people at Risley
Stakeholder Management
Use of communications technology such as remote desktop and video conferencing enabling key team
members top work collaboratively even when separated by significant distances.
This proved a major advantage as it negated the impact of travelling logistics and reduced the time in
meetings to a minimum.

22. association for project management Nuclear Technology and Innovation
Stakeholder Management
• Stakeholder Engagement - Access to Information – The 3D model
data was presented through Navisworks, a freeware platform
available to all parties without licensing issues. This has the
added benefit of reducing demand on PC specification greatly
increasing the accessibility of the model data to all stakeholders.
• Design Reviews - We implemented a fast track review process in
which the MDDR and constructability reviews were held using on
screen 3D model walk through's. 2D documentation was reduced
to a minimum.
“Thanks for all that you and others are doing. I
understand that we are pushing hard with it
but be assured we appreciate all that you've
done and are doing to get us over the line.”
DSRL Project Manager, FLF Project
As the change introduced many stakeholders new to the
project, bringing them ‘up to speed’ as quickly as possible
was essential.

23. association for project management
Stakeholder Management
• Value engineering studies were undertaken to identify innovative or even novel solutions to
functional requirements, simplifying plant maintenance and identify cost saving initiatives.
• In-cell equipment was minimised to meet the requirements of the process and reduce the
decommissioning challenges at the end of plant life.
• Other stakeholders who were engaged from the outset included operations, RPA and SHE
representatives throughout the design process to ensure buy-in and produce a proposal capable
of meeting all operational and legislative requirements.
Along with the change of scope we needed to ensure that the Project Benefits were maintained and where
required re-defined.

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Benefit Realisation
• Focus on use of existing Plant Functionality - The use of existing DSRL equipment within the
donor plants was exploited where possible and newly specified equipment was aligned with the
existing site maintenance capability.
• Economic materials such as aluminium cladding were selected to maximise the opportunities
offered by a short plant life.
• Plant infrastructure was reduced to a minimum, full advantage being taken of opportunities such
as natural ventilation where plant operating conditions permitted.
• Space envelopes have been claimed to give the design the flexibility to incorporate
additional capabilities should the need arise as the unknowns in the baseline data reach
maturity.
Along with the change of scope we needed to ensure that the Project Benefits were maintained and where
required re-defined.

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Outcomes
Smaller Facility
Footprint
Final Facility
Design
Original Concept
Design

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Outcomes
11.47m
8.98m
8.85m
20.07m
3.00m
Simplification
of In-cell
Operation
Original Concept
Design
Final Cell Design

27. association for project management
Client Feedback
DSRL was able to meet the requirements of the overall decommissioning programme and
successfully navigate the ONR milestone for completion.
The project is considered by DSRL to be a major success.
“We are now in receipt of the scheme design for the flask loading
facility Can I take this opportunity in offering my congratulations
to all of you and your teams in achieving this. The journey to get
to this point has at moments been difficult but there is no doubt
when everyone pushes in the same direction with the same aim
that significant things are achieved.”
DSRL Project Manager, FLF Project

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Sharing LFE from the Project
8 2
5
7 3
6 4
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COSTS
A 55% DD&B cost reduction was
achieved
DELIVERY
We delivered a PSR in an accelerated
timeframe – from Hazop to Safe
Working Party Review in 7 weeks
MILESTONES
Every project milestone was
successfully achieved
REVIEW
Designs were subject to
independent PBO review and
declared to be of a high standard.
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2
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COMMUNICATION
Effective communication is vital to
collaboration and ultimately
project success.
APPROACH
BIM Model approach is foundation for
Detailed Design and Construction
Information – (A process therefore
following straight through).
INNOVATION
BIM encourages innovation and
streamlining review processes
EFFICIENCY
Significant use of BIM, as trialled
on this project, has indicated
improvements in efficiencies,
potentially providing competitive
advantage.
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