Project acceleration through the application of innovation on the pile fuel storage pond at Sellafield - 15060
The Pile Fuel Storage Pond (PFSP) at Sellafield was built between 1948 and 1950 to receive, store and de-can fuel and isotopes from the Windscale Piles. Since closure of the Piles in 1957, the facility has been used to store materials from the UK nuclear programme. The pond has built up a large inventory of miscellaneous items and pond sludge, which combine to create a challenging nuclear clean up job. To enable clean up, the operator required a capability to encapsulate the pond sludge for long term storage, the operator initiated a project. Applying conventional project delivery processes resulted in an unacceptable cost and schedule for provision of this capability. To address this issue, the project to deliver the plant was restarted with a study to look at the selection of process routing for the sludge. In the decision making processes for this study increased weighting was given to innovative re-use of existing facilities and speed of deployment. Innovation was also applied to the study process to enable early option selection where this was clearly of benefit. This focus on innovation produced the first significant improvement for the project with the scheme selected offering a 30% reduction in baseline cost and schedule. The focus on schedule acceleration was carried through into the early design phases of the new project. In the concept stage process simplification was achieved through functional analysis of the plant combined with a drive to utilise technology and learning from other industries. This resulted in a plant concept which could be delivered more quickly than the baseline schedule with a high level of confidence. Once the main benefits associated with innovation of the plant concept had been achieved focus was switched to how the project was to be delivered. The project looked at where delivery in the nuclear environment tended to be complex and time consuming. Focusing on these areas and learning from other industries led to significant innovation in delivery processes, with particular success in the rigorous application of value transition point analysis and minimisation of onsite works. The combination of innovative design and delivery processes led to a further reduction in the project baseline cost and schedule. Application of engineering innovation, focused on engineering simplification and challenge of the engineering norms, reduced the cost of the project by English Pound 50 m (65%) and reduced the schedule for delivery by over 3 years. The project has been recognised as an exemplar of how to apply the 'decommissioning mind-set', which is the cultural change being targeted by Sellafield Ltd to deliver the decommissioning of its high hazard facilities. (authors)