Applying lean management to aging infrastructure - 15416
Currently the Savannah River Site liquid waste system consists of 51 waste tanks, two operating evaporators, a salt processing pilot plant, the DWPF vitrification facility, the salt-stone Processing Facility and an Effluent Treatment Plant. Six of the waste tanks have been grouted and closed and the full scale Salt Waste Processing Facility (SWPF) is under construction. Some of the waste tanks and associated infrastructure were placed into operation as early as 1954 and DWPF went into operation in 1996. Due to this long history of operation, the SRS liquid waste system is being challenged by aging infrastructure issues and the stored radioactive liquid waste has been identified by regulators as the highest environmental risk in the state. Much of the DOE complex faces similar infrastructure issues. Remedies that can mitigate the impact of those issues are needed all across the complex. At SRS, Lean Management has been adopted as a business process to help address some of the impacts. Lean Management got its start decades ago in the manufacturing sector and has its roots in the work of W. Edwards Deming and his contemporaries. In more recent years the process has matured in the Toyota Production System and migrated into fields as diverse as services industries, health care, and now the DOE complex. Lean Management has a 'secret sauce' that must be correct to avoid becoming the 'flavor of the month'. The easy part is the talking. The hard part is the doing. The payoff is in the doing. Obviously as facilities and equipment age, more and more funds are needed to maintain, refurbish, and replace them. Funding of course is tight for all our sites. Lean management generates work efficiency so a given set of resources can produce more. It must be noted that this isn't by working harder but rather by focusing scarce resources on the few activities that truly add value. A positive aspect for companies that have been on this journey is employees feel less stress and higher motivation. The work they do matters and they have fewer outside impediments to distract and sap their energy. SRR has used the Lean process to streamline both work planning and control and the supply chain to improve maintenance efficiency and reduce the Corrective Maintenance backlog. This paper explains how this was done, the challenges encountered, and how organizations can use this methodology for their own improvements. (authors)