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Safety System Obsolescence and

Maintainability

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Technical Report
Safety System Obsolescence and
Maintainability

1001413

Final Report, May 2001

Cosponsors

Calvert Cliffs Nuclear Power Plant, Inc. (CCNPPI)


W. Kemper
Omaha Public Power District
C. Sterba
Arizona Public Service
K. Bjornn
Southern California Edison
L. Conklin
Entergy Operations, Inc.
S. Matharu
Florida Power & Light
D. Wolf
Northeast Utilities
K. Fox

EPRI Project Manager


R. Torok

EPRI 3412 Hillview Avenue, Palo Alto, California 94304 PO Box 10412, Palo Alto, California 94303 USA
800.313.3774 650.855.2121 askepri@epri.com www.epri.com
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INSTITUTE, INC. (EPRI). NEITHER EPRI, ANY MEMBER OF EPRI, ANY COSPONSOR, THE
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ORGANIZATION(S) THAT PREPARED THIS DOCUMENT

Westinghouse Nuclear Automation

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Copyright 2001 Electric Power Research Institute, Inc. All rights reserved.
CITATIONS

This report was prepared by

Westinghouse Nuclear Automation


2000 Day Hill Road
Windsor, CT 06095

Principal Investigators
P. Collette
M. Ryan
L. Fritz
M. McDonough
P. Shaw

This report describes research sponsored by EPRI and the Instrumentation and Control (I&C)
Subcommittee of the Westinghouse Combustion Engineering Owners Group, consisting of:
Calvert Cliffs Nuclear Power Plant, Inc. (CCNPPI), Omaha Public Power District, Arizona
Public Service, Southern California Edison, Entergy Operations, Inc., Florida Power & Light,
and Northeast Utilities.

The report is a corporate document that should be cited in the literature in the following manner:

Safety System Obsolescence and Maintainability, EPRI, Palo Alto, CA, Westinghouse
Combustion Engineering Owners Group (I&C Subcommittee), consisting of: Calvert Cliffs
Nuclear Power Plant, Inc. (CCNPPI), Lusby, MD, Omaha Public Power District, Fort Calhoun,
NE, Arizona Public Service, Tonopah, AZ, Southern California Edison, San Juan Capistrano,
CA, Entergy Operations, Inc., Killona, LA, Florida Power & Light, Jensen Beach, FL, and
Northeast Utilities, Waterford, CT: 2001. 1001413.

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REPORT SUMMARY

The nuclear power industry is currently facing increasing obsolescence issues with original
instrumentation and control (I&C) equipment, particularly in safety system applications. These
systems, often more than thirty years old, are based on analog technology, relays, and other
discrete components, which are becoming difficult to maintain and replace with like equipment.
This report helps utilities understand their options and choose the most cost-effective strategies
for maintaining and replacing obsolete equipment in safety-related applications, where both
technical and regulatory issues come into play.

Background
In developing strategic plans for I&C obsolescence, utilities must often decide whether to
maintain aging equipment, replace critical components, or replace entire systems. Maintaining
old equipment involves finding or making replacement parts and preserving the needed
knowledge and experience base. Replacing components or systems typically involves switching
from analog to digital technology and gives rise to various technical and regulatory risks, but it
also offers new capabilities enabled by digital technology. This activity was one of several EPRI
projects aimed at strategic planning issues for I&C systems. It took a systematic look at the
possibility of a group of similar plants sharing resources to maintain existing reactor protection
systems, using available inventories of replacement parts and developing new parts as needed.
The I&C Subcommittee of the Westinghouse Combustion Engineering (CE) Owners Group
helped coordinate this activity. Cosponsoring utilities were Baltimore Gas & Electric, Omaha
Public Power District, Arizona Public Service, Southern California Edison, Entergy Operations
Inc., Florida Power & Light, and Northeast Utilities.

Objectives
To develop an obsolescence and maintainability program approach.

To test the approach on CE plant reactor protection (RPS) and plant protection systems (PPS).

Approach
The project team assessed situations at several utilities and developed a cost-effective plan to
maintain system reliability and availability of CE RPS and PPS equipment at or above current
levels. The phased approach included data collection; evaluating obsolescence issues and
developing proposed solutions; addressing plant-specific issues, including costs and schedules;
developing recommendations for maintenance support programs; and, developing a generic
methodology for addressing obsolescence and maintainability problems. The team also sought to
optimize standardization of equipment among CE plants and to minimize licensing risk by

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designing upgrade approaches for implementation under 10 CFR 50.59 without a prior licensing
submittal. Throughout the project, the team used standard commercial grade equipment wherever
practical in developing and demonstrating obsolescence and maintainability programs.

Results
Investigations revealed most obsolescence-related problems in the study were attributable to a
few components and subsystems that need special treatment if they are to provide dependable
service over the long term. In some cases, alternate components can be substituted; in others,
replacements have to be designed, manufactured, and qualified for safety-related applications.
The project generated a comprehensive database of existing parts inventories and published the
information on a web page for access by participating utilities. This allows utilities to see each
others inventories to take advantage of equipment standardization among CE plants. The study
also developed corresponding obsolescence evaluations, resulting recommendations, and plans
for developing replacements for specific critical components. This report provides an overview
of the obsolescence and maintainability issues, the activities undertaken to address them, and the
resulting solutions and recommendations.

EPRI Perspective
Since the early 90s, utilities have been struggling to find cost-effective ways to deal with their
aging and obsolete instrumentation and control equipment. Usually, this involves deciding
whether it is better to maintain or replace equipment and systems. Most nuclear plants have
excellent reliability records in recent years, which encourages the "continue to maintain"
philosophy. This report provides insights into many of the less obvious issues and commitments
that such a decision involves.
Since this work was started, there has been a major shift in the outlook of many nuclear utilities.
In the mid-nineties, emphasis was on keeping plants operating to the end of their licensed life.
Now, most utilities are preparing to extend their operating licenses by twenty years, which
creates a very different economic view. If this study were repeated today, the issues and
recommended solutions would likely be somewhat different. System replacementssubstituting
digital equipment for analogwould be viewed more favorably, but life-cycle and maintenance
planning for new systems would have to recognize that digital systems become obsolete much
more quickly than their analog predecessors. Planning for obsolescence and long-term
maintainability of I&C systems may become even more important in the future.

Keywords
Instrumentation and control systems Digital upgrades
Digital systems Control systems
Obsolete equipment Maintenance

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EPRI Licensed Material

CONTENTS

1 PHASED APPROACH......................................................................................................... 1-1


1.1 References................................................................................................................... 1-9
1.2 Acronyms and Abbreviations ........................................................................................ 1-9

2 PHASE 1: DATA COLLECTION.......................................................................................... 2-1


2.1 Survey Process ............................................................................................................ 2-1
2.2 System Operational Performance................................................................................. 2-2
2.3 System Maintainability.................................................................................................. 2-3
2.4 System Obsolescence.................................................................................................. 2-3
2.5 Potential System Improvements ................................................................................... 2-3
2.6 Support Processes and Configuration .......................................................................... 2-4
2.7 Equipment List, Inventory and Usage ........................................................................... 2-4

3 PHASE 2: OBSOLESCENCE EVALUATION...................................................................... 3-1


3.1 Scope of Work.............................................................................................................. 3-1
3.2 Results ......................................................................................................................... 3-1
3.3 Recommendations........................................................................................................ 3-2

4 PHASE 3: OBSOLESCENCE & MAINTAINABILITY .......................................................... 4-1


4.1 Scope of Work.............................................................................................................. 4-1
4.2 Component Evaluations................................................................................................ 4-1
4.2.1 Bistables ............................................................................................................... 4-1
4.2.2 Power Supplies..................................................................................................... 4-2
4.2.3 Relays................................................................................................................... 4-2
4.2.3.1 Bistable Trip Unit Trip Relays ........................................................................ 4-2
4.2.3.2 Plant Protection System MDR Relays ........................................................... 4-3
4.3 Obsolescence & Maintainability Plan Overview ............................................................ 4-3
4.3.1 Short Term Plan.................................................................................................... 4-3

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4.3.1.1 Obsolescence of Commercial Parts............................................................... 4-3


4.3.1.2 Depot Repair / Pooled inventory Program Set Up.......................................... 4-4
4.3.2 Medium Term Plan................................................................................................ 4-4
4.3.2.1 Depot Repair/Pooled Inventory (DR/PI) Program ......................................... 4-4
4.3.2.2 Develop Designs for Replacements Needed Long Term ............................... 4-5
4.3.2.3 Investigate Life-Limiting Issues...................................................................... 4-5
4.3.3 Long Term Plan .................................................................................................... 4-5
4.4 Obsolescence and Maintainability Database ................................................................ 4-5
4.4.1 Supplier Contact List............................................................................................. 4-6
4.4.2 Cost of Ownership Report..................................................................................... 4-6
4.4.3 Pooled Inventory Report ....................................................................................... 4-8
4.4.4 Component Categorization ................................................................................... 4-8
4.4.5 Current Database Status....................................................................................... 4-9

5 RECOMMENDATIONS AND FUTURE ACTIONS ..............................................................5-11

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LIST OF FIGURES

Figure 1-1 Program Block Diagram ......................................................................................... 1-3


Figure 1-2 Phase 1 Block Diagram.......................................................................................... 1-4
Figure 1-3 Phase 2 Block Diagram.......................................................................................... 1-5
Figure 1-4 Phase 3 Block Diagram.......................................................................................... 1-6
Figure 1-5 Phase 4 Block Diagram.......................................................................................... 1-7
Figure 1-6 Phase 5 Block Diagram.......................................................................................... 1-8

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LIST OF TABLES

Table 4-1 Cost of Ownership Recommended 5 Year Inventory Needs Inventory Sample ....... 4-7
Table 4-2 Pooled Inventory Report Sample............................................................................. 4-8
Table 5-1 Cost of Ownership as of 10/00 (Component Types 0,1 and 2 only)........................5-11

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1
PHASED APPROACH

In 1995, the Westinghouse CE Owners Group (CEOG), in conjunction with the Electric Power
Research Institute and Westinghouse, joined together to develop a program to extend the useful
lives of the CE Reactor Protection System (RPS) and Plant Protection Systems (PPS), and to
improve the maintainability and obsolescence of these systems.

The objectives of the Obsolescence and Maintainability program were:

To determining the existing inventory of equipment for the Reactor Protection Systems
(RPS) and Plant Protection Systems (PPS) at participating plant sites.

To evaluate the obsolescence in the Reactor Protection System and the Plant Protection
System.

To develop a long-term strategy to provide solutions to the obsolescence problems identified.

It was decided the project would be done in a phased approach. The phases were:

1. Site Surveys and data collection

2. Development of obsolescence evaluations and solutions.

3. Development of costs, schedules and plant-specific plans for long term maintenance.

4. Determination of maintenance program recommendations.

5. Development of generic methodology and final reports.

An overview block diagram of the CEOG/EPRI RPS/PPS Obsolescence and Maintainability


program is shown below in Figure 1-1. Block diagrams of the individual phases are shown in
Figures 1-2 through 1-6.

The plants that participated in the project included:

Arkansas Nuclear One Unit 2

Calvert Cliffs Units 1 and 2

Fort Calhoun

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Phased Approach

Maine Yankee

Millstone Unit 2

Palo Verde Nuclear Generating Station Units 1,2, and 3

Waterford Unit 3

In addition to the plants that participated directly, San Onofre Units 2 and 3, and St. Lucie Units
2 and 3 agreed to provide information to the data gathering and site survey process.

This report summarizes the work accomplished in the first three phases of the project. The
CEOG utilities have evaluated the further continuation of the Safety System Obsolescence and
Maintainability Program and have decided not to proceed with Phases 4 and 5 at this time. This
decision is based upon the following considerations:

key components for obsolescence have already been identified, and plans to address the
problems have been formulated;

the Web database has created a virtual pooled parts inventory which utilities can choose to
share, if required;

the CEOG and EPRI are participating in the Common Qualified Platform (Common Q) effort
to develop a standardized product for use in safety system upgrades;

parts standardization through the use of a common platform will minimize the number of
components needed, which helps to reduce the magnitude of future obsolescence problems.

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Phased Approach

Phase 1
On Site Surveys
& Data Collection
Site Survey Report
Interviews Model & Database
Development
Equipment Configuration
Inventory Information
Maintenance Practices
Maintenance Support

Phase 2
Phase 4 Obsolescence
Solutions
Develop
Determine Report
Obsolescence
Maintenance First Section
Solutions &
Support Program Evaluations
Recommendations

Phase 3 Obsolescence
Solutions
Develop Cost, Report
Schedules $ Plant Second Section
Specific Issues
Plant Specific
Issues Report

RPS/PPS
Maintenance Program Phase 5
Obsolescence &
Report
Maintainability
Repair Facility Develop Generic
Generic Methodology
Pooled Parts Inventory Methodology Database
Recommendations &
Final Reports
Final Report

Figure 1-1
Program Block Diagram

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Phased Approach

Collect On Site
Information
Plant Specific
Interviews with
Interviews
Engrs Maint.- Ops

Collect On Site
Plant Specific Information
Data Gathering Equipment
Equipment Configuration Configuration & Mods

Plant Specific Collect On Site


Data Gathering Information Parts
Replacement Parts Usage Inventory Levels and
and Inventory Levels Usage Rates

Develop Equipment
Model by
Decomposing System
into Sussys./Assys./
Modules

Develop Database and


Enter Configuration Site Survey Report
Data

Design Review
Meeting CEOG I&C
Working Group

Initiate Phase 2 Activities

Figure 1-2
Phase 1 Block Diagram

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EPRI Licensed Material

Phased Approach

Evaluate
Obsolescence of
Subsystems
Assemblies
Modules

Develop
Obsolete? Yes Obsolescence
Solutions

No

Evaluate Potential
Improvements
& Evaluate Reliability
and Availability

Develop Critical Complete Database to


Characteristics & Support Process
Enter into Database Automation

Compile Information
into an Obsolescence Obsolescence
Solutions Report Solutions Report
First Section

Design Review
Meeting CEOG
I&C Working Group

Initiate Phase 3 Activities

Figure 1-3
Phase 2 Block Diagram

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EPRI Licensed Material

Phased Approach

Develop an Overall
Plan and Schedule for
Phasing of
Obsolescence
Solutions

Develop Costs and


Schedules for Each
Obsolescence
Solution

Evaluate Qualification Obsolescence


Requirement and Solutions Report
Develop a Qualification Second Section
Plan

Evaluate Plant Specific


Requirements and Plant Specific
Develop a High Level Issues Report
Plant Specific Plan

Design Review
Meeting CEOG
I&C Working Group

Initiate Phase 4 Activities

Figure 1-4
Phase 3 Block Diagram

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Phased Approach

Develop Overall
Maintainability Plan

Develop Requirements
& Plan for
Standardization/
Interchangeability and
Commercial Grade
Dedication

Plant Input on Current


Develop Requirements
Practices, Estimated Time
& Plan for On-site
and Cost of Each Step in
Maintenance Program
the Maintenance Support
Process

Develop Requirements
& Plan for a Depot
Repair Facility

Develop
Recommendations and
Develop Inventory Report for a CEOG
Model, Spreadsheet & Maintenance Program,
Evaluate Pooled Depot Repair Facility &
Inventory Pooled Inventory

Design Review
Meeting CEOG I&C
Working Group

Initiate Phase 5 Activities

Figure 1-5
Phase 4 Block Diagram

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Phased Approach

Resolve CEOG/EPRI
Comments and RPS/PPS
Provide RPS/PPS Obsolescence &
Study Report Maintainability Report

Evaluate Utility
Engineering and
Maintenance Support
Process for
Optimization by
Automation

Develop Generic
Methodology Modeled Generic
on RPS/PPS Study and Methodology
including Utility Process Report
Optimization

Incorporate Final Report


CEOG/EPRI Database &
Comments Recommendation for
Database
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Finalize Database
Publish Final Report
Propose Method for
Ongoing Database
Maintenance

Project Completion

Figure 1-6
Phase 5 Block Diagram

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Phased Approach

1.1 References

1.1.1 CEOG EPRI Reactor Protection System/Plant Protection System Obsolescence And
Maintainability Project Obsolescence Evaluation, Revision 01, November 1997.

1.1.2 CEOG EPRI Reactor Protection System/Plant Protection System Obsolescence And
Maintainability Project Obsolescence & Maintainability Plans Phases 3 And 4 Report,
November 1995.

1.1.3 Engineering Report on Relay Obsolescence for Reactor Protective Systems for EPRI,
Project 3943-01 and CEOG Task 1104, Engineering Report No. 00000-ICE-33110.

1.1.4 Engineering Report on Power Supply Obsolescence for Reactor Protective Systems and
Plant Protection Systems for EPRI Project 3943-01 And CEOG Task 1104, Engineering
Report No. 0000-ICE-33108, Revision 00.

1.1.5 Engineering Report on Bistable Trip Unit for Reactor Protective Systems for EPRI
Project 3943-01 and CEOG Task 1104, Engineering Report No. 00000-ICE-33109,
Revision 00.

1.2 Acronyms and Abbreviations

BTU Bistable Trip Unit


CEOG Combustion Engineering Owners Group
EMI/RFI Electromagnetic Interference/Radio Frequency Interference
NI Nuclear Instrumentation
OEM Original Equipment Manufacturer
PPS Plant Protection System
RPS Reactor Protection System

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2
PHASE 1: DATA COLLECTION

The first phase of the project involved determining the existing inventory of equipment for the
Reactor Protection Systems (RPS) and Plant Protection Systems (PPS) at participating plant
sites. This information was gathered through surveys developed by the project team and
completed by the utilities.

The data collection activities consisted of:

1. Structured interviews with engineers, maintenance personnel, and operators who are
experienced with the RPS/PPS operation on the following topics:

Equipment Configuration

System Operational Performance

Obsolescence

Maintenance

Support Processes

Recommended Improvements

2. Collection of the following system information:

Bill of Materials with Utility Part Numbers

Replacement Parts Inventory

Replacement Parts Usage Rate

2.1 Survey Process

The site surveys and data collection occurred over the period from late October 1994 to March
1995. The interview process was successfully conducted at all participating plants with every
plant providing a high level of support for the interviews. A significant amount of important
information on system performance, maintainability, and obsolescence was gathered.

Prior to gathering the information, the RPS/PPS were broken into:

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Phase 1: Data Collection

Systems

Subsystems

Assemblies

The information on each for these categories was gathered and entered into a database and
provided to each participating utility to allow them to check and manipulate the data, and to
provide a means by which current equipment inventory levels and replacement parts usage data
could be easily entered by the utilities.

Once the data gathering was complete, a report was issued summarizing the findings, which are
discussed in the following sections.

2.2 System Operational Performance

The general experience of the CE utilities with the performance of the Reactor Protection System
or the Plant Protection System has been very good. The system has not been a significant
contributor to plant unavailability and the operational and maintenance staff has a high level of
confidence in the systems design and operation and their ability to support it.

Problems that have been experienced have been concentrated in the following areas:

Power Supplies the number one problem reported in the RPS/PPS was the obsolescence and
high failure rate of the original set of power supplies. The problem appears to have occurred for
all types and models. The age related degradation of electrolytic capacitors is suspected of
playing a role in the performance degradation.

Most plants have already replaced their power supplies or have plans to replace them. Some
plants have instituted programs of periodic electrolytic capacitor replacement as preventative
maintenance or monitoring power supply ripple for early detection of incipient failure.

Nuclear Instrumentation is experiencing obsolescence, noise sensitivity, temperature


sensitivity, difficulty in calibration, and age related degradation of the man-machine interface
equipment, such as switches and potentiometers. The majority of the RPS plants are planning
replacement of this subsystem. The conversion to low leakage fuel has exacerbated the problems.

Man-Machine Interface equipment used to test and calibrate the system is experiencing age and
wear related degradation of meters, switches, potentiometers. Some plants are conducting
periodic replacement campaigns.

Relays selected types of relays have experienced age and wear related increases in failure
rates, necessitating replacement campaigns.

Connectors and terminations some plants have experienced wear on cable assemblies or
intermittent connections. The current rate of occurrence appears low, but there is a general
concern for the future.

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Phase 1: Data Collection

Variable Setpoint Cards some PPS plants have experienced higher than expected failure rates
of noise induced malfunctions.

EMI/RFI Noise a few plants have experienced specific malfunctions related to plant electrical
noise due to the plant-specific signal shielding and grounding practices. The majority of the
performance problems have been related to the NI system.

2.3 System Maintainability

The RPS/PPS receives a high level of maintenance support such that inoperable channels rarely
approach the technical specification limits, which can be 48 hours for some plants. A number of
plants have licensed changes to the technical specifications, which have eased the maintenance
requirements.

The Nuclear Instrumentation subsystem was singled out as the subsystem requiring the most
maintenance, up to 90% of required RPS/PPS maintenance at some plants.

2.4 System Obsolescence

The obsolescence that has been experienced in the RPS and PPS has not been widespread
throughout the system. Obsolescence problems have been focused in the following major areas:

Power Supplies

Nuclear Instrumentation

Man-Machine interface equipment

Relays

Selected Modules

In general, the CE plants have implemented replacement programs or plans for each of the major
areas. These plans have been utility-specific and in most cases, there has only been a small
amount of sharing of solutions to common problems among plants.

2.5 Potential System Improvements

At the time of the surveys, the general consensus of the plants surveyed was that the RPS or PPS
was maintainable for an extended period of time and would not need replacement. The plants
were favorably disposed to the current architecture of the system and its general implementation,
with few suggestions for complete replacement generated during the site surveys. There were
however a number of subsystems and assemblies where drawer level replacement was
suggested as a way to provide significant benefits in improving plant operation and
maintainability.

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Phase 1: Data Collection

2.6 Support Processes and Configuration

There was significant variation in the organizational structure and responsibilities for
maintenance support processes between plants.

Every plant has strict control over the configuration of the safety systems by means of
administrative procedures. In general, design engineering is the custodian of the design bases of
the system and is responsible for major changes to the RPS/PPS. There are automated tools at the
plants that trace equipment changes and equipment. The degree and sophistication of these
automated tools varied widely from plant to plant.

2.7 Equipment List, Inventory and Usage

The ability of the plants to access equipment lists, bills of materials, inventory levels and usage
information varied widely between the plants. The majority of plants were able to generate most
of the information with varying degrees of difficulty.

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3
PHASE 2: OBSOLESCENCE EVALUATION

The second phase of the project included evaluation of the obsolescence in the Reactor
Protection System and the Plant Protection System and development of a long-term strategy to
provide solutions to the problems identified.

3.1 Scope of Work

In phase 2 of the program, the manufacturers of key assemblies were identified and added to the
database. From this information a detailed parts list by vendors was created.

The vendors were contacted and requested to supply the following information:

Is the part currently available?

If it is available, will it be available for at least five years?

Will the part be available for longer than five years?

If the part is not available, is there a substitute?

The vendor survey data formed the basis for developing projections of future obsolescence,
along with extrapolations of current technological trends and past experience.

A list of potential improvements that have a high probability of providing a positive cost -
benefit was developed. Sources for the candidate improvements were utility feedback from the
site surveys, improvements implemented in other, similar systems, and internal project team
development concepts.

The projections of future obsolescence and improvements with high potential were utilized as the
basis for developing long term strategies for obsolescence mitigation and prevention. For each
strategy, assessments of the impact on system reliability and the licensability of the change were
provided.

3.2 Results

Early in Phase 2 of the program, manufacturers of key assemblies and components were
contacted, and their input was added to the database. Selected vendors were contacted a second

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Phase 2: Obsolescence Evaluation

time to update the status of key items. Several new issues were identified as a result of this
update, which dictated the need to address the issue in a more proactive manner.

The most significant issue appeared to be that component availability for specific items is
determined at the time of request. The electronic component and assembly market, like most
businesses today, are re-engineering and right-sizing their operations for productivity and
profitability. As such, many of the traditional product and product lines have been dropped due
to low sales volume or to be replaced with enhanced versions. The effected parts may then
become totally unavailable if they are not high-volume, commodity-based items handled through
distributors. This is the case with certain electro-mechanical devices and assemblies such as
connectors and power supplies. Those components that were commodity-based continue to be
available only as a result of on-hand inventory that a distributor or part brokerage firm may have
at the time of inquiry. When this supply is exhausted, the part enters the unavailable category.

For example:

For business reasons, a major power supply manufacturer completely closed down a factory
in Texas that produced a complete family of power supplies used in the PPS. There were no
advance notices or last time buy announcements. This supplier explained that even with their
remaining facilities they are unable to manufacture this power supply series, due to the loss
of manufacturing fixtures, tooling and most significantly, staff who were responsible for the
product.

In another case, a vendor announced in writing that they were planning to continue to
produce a particular chip set for the foreseeable future. Then, a few months later, they
announced that they were going to drop the chipset from manufacturing and retool the
production facility for a more profitable product line.

In other cases, manufacturers have been bought out by larger companies, which have then
decided to drop low volume product lines. In some cases, the new management has said that
they would, for a significant minimum run and cost, produce the required components.

The project team also located vendors that can either reverse-engineer components or have
obtained from the original manufacturers the detailed documentation and manufacturing
rights. This approach has consistently had a significant minimum order requirement and long
lead-time.

3.3 Recommendations

To support the operating plants, vendors and available identical or like-for-like components
need to be lined up for all critical items. This also creates the need to have parts available on a
short notice in a manner that supports minimum installation effort to service while on-line. In
support of this situation, a new problem approach method was initiated to identify components
by a Type designation (0 through 3) to indicate the degree of obsolescence and the availability
by part.

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Phase 2: Obsolescence Evaluation

Elements of the Phase 4 tasks to analyze Maintenance Support programs were also initiated to
support the maintenance-related aspects of the obsolescence solutions.

The second phase of the EPRI / CEOG RPS/PPS Obsolescence and Maintainability was
successful in:

Assessing current obsolescence - which is present but manageable and is generally limited to
isolated components/assemblies that have available substitutes (except for the NI system,
which has systemic obsolescence).

Developing obsolescence solutions - which address long term issues. A long-term strategic
plan has been presented for the RPS and PPS that addresses all known issues.

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4
PHASE 3: OBSOLESCENCE & MAINTAINABILITY

In Phase 3 of the EPRI/CEOG Safety System Obsolescence and Maintainability project, the
strategic plans for mitigating obsolescence that were developed in Phase 2 were expanded, and
key decisions on which to base the final plant-specific plans were presented for utility selection.
The strategic plans for obsolescence were then combined with a complementary maintenance
and repair program to round out the overall plan. A web page compiling all the information
gathered during the project was published.

4.1 Scope of Work

During this phase of the project the project team evaluated all of the components of the Reactor
Protection System (RPS) and the Plant Protection System (PPS) for CE nuclear plant designs to
assess their obsolescence status. The results of the study were divided into the following sub-
sections:

1. Bistable Trip Units

2. Power Supplies

3. Relays

A comprehensive report was issued for each of the subsections; these reports are summarized in
the following sections. The Phase 3 summary report provides an overview of the overall
obsolescence and maintainability plan. It provides additional detail developed for these strategic
plans and presents the key decisions that the CEOG utilities need to make to allow the final
plant-specific plans to be developed and cost estimates to be made. The Obsolescence and
Maintainability Database is also included and contains the information collected on RPS and
PPS equipment configuration and parts. The results of the obsolescence evaluation have been
added to the database.

4.2 Component Evaluations

4.2.1 Bistables

This report describes a replacement RPS bistable design to address the obsolescence of the
original Gulf Atomic unit, which is installed in the existing Reactor Protection Systems RPS
manufactured by Westinghouse for BG&E, OPPD, FPL and Northeast Utilities. Bistable design

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improvements and a budgetary cost and schedule were provided. Changes to the existing Trip
Test Cable design were discussed.

Bistable Trip Units, originally designed and manufactured in the 1970s, are still in service at
several utilities. Maintenance of these units is a growing problem, as spare parts have become
increasingly difficult to obtain. The replacement Bistable Trip Unit described is based upon
previous designs and is the functional equivalent of the Gulf Atomic Bistable Trip Unit. It is also
compatible with the Bistable Trip Unit designed and manufactured by Westinghouse Electro
Mechanics this is in service at Millstone 2 and St. Lucie 2. All Bistable Trip Units must be
qualified to meet or exceed the EMI, environmental and seismic requirements of the existing
Class 1E RPS

4.2.2 Power Supplies

This report addressed the replacement of power supplies installed in the existing RPS and PPS
manufactured by Westinghouse for BG&E, OPPD, APS, SCE, Entergy and FPL. The proposed
replacements would use a modular design approach to accommodate a range of sizes and
facilitate repairs. All replacement power supply equipment must be qualified to meet or exceed
the EMI, environmental and seismic requirements of the existing Class 1E RPS and PPS.

The primary objective in the replacement of RPS and PPS power supplies is to reduce the
number of vendors and power supply model numbers to a minimum, while meeting or exceeding
all of the original design requirements. The current inventory of RPS and PPS Power Supplies
includes at least twelve linear and switching models from five different manufacturers.

Failure rates in aging RPS and PPS power supplies will increase as their components age.
Warehouse stocking of the required large assortment of complete spare power supplies does not
guarantee success, because the weakest components, electrolytic capacitors, are at least as
susceptible to aging when in idle storage as they are in active service. The solution is to utilize
common building block modules for multiple power supplies and to stock the minimum number
of modules necessary.

4.2.3 Relays

This report provides an alternative to the original Bistable Trip Unit Douglas Randall reed relays.
A proposed alternate solution to the existing Siemens-Potter & Brumfield MDR relay is
discussed. The systems include the Trip Relays in PPS and RPS Bistable Trip Units and AC
operated Potter & Brumfield MDR relays used in Plant Protection Systems.

4.2.3.1 Bistable Trip Unit Trip Relays

In the early 1990s ABB-CE qualified a universal Bistable Trip Unit (BTU) designed as a
replacement for all RPS BTUs in service. The new BTU included the traditional dual-coil relays
manufactured by Douglas Randall. In recent years these relays have been difficult to obtain in
small quantities for repair purposes, because Douglas Randall stopped production. In anticipation
of a need to obtain relays for new equipment and repair, two sources have been identified that

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will manufacture the relays to the original Douglas Randall specification in sufficient quantities
to meet all replacement PPS and RPS needs.

4.2.3.2 Plant Protection System MDR Relays

There has been a history of failures of Potter & Brumfield model MDR relays in Plant Protection
Systems in recent years. This sub-task involves the development of costs and schedules that
permit the replacement of Plant Protection System MDR relays with a suitable relay system of
another design. This report addresses Potter & Brumfield alternating current operated MDR
model relays used in Plant Protection Systems only.

4.3 Obsolescence & Maintainability Plan Overview

This section describes strategic plans and the key decisions that the CEOG utilities need to make
to allow the final plant-specific plans to be developed and cost estimates to be made.

The RPS/PPS Obsolescence and Maintainability Plan has three major elements: Each plan
described the following key elements: a short-term plan, a medium term plan and a long-term
plan.

Each plan described the following key elements:

Obsolescence issues - where replacement parts or service are (or are projected to be)
unavailable

Performance issues - where age or use, combined with obsolescence, is (or is projected to
be) impacting system reliability or availability.

Economic issues - where life cycle cost elements will play a key role in determining the
optimum solution path for a problem. Economies of scale and leveraging of first of a kind
cost elements will also be addressed in these issues

4.3.1 Short Term Plan

The short-term plan involves recommended actions, which should be started now to solve
existing obsolescence problems and to set up maintenance and repair program elements, which
will lay the groundwork for managing obsolescence over the long run. The major short-term
obsolescence issues include:

4.3.1.1 Obsolescence of Commercial Parts

The Obsolescence Study detected over 400 instances where commercial components are obsolete
and no longer available. An Obsolete Part Number List is included. In many cases individual
obsolete components may be readily replaced with functionally equivalent components, subject
to completion of an equivalency evaluation and analysis. In some cases, substitutes for obsolete

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components at a given plant already have been qualified and installed in other plants. This is the
case in many of the PPS circuit cards, where card functional equivalency between plants is
masked by different card assembly part numbers. Examination of the circuit cards indicates that
there are component differences between functionally equivalent cards. An equivalency
evaluation is required, with corresponding documentation to justify using these functionally
equivalent cards prior to their use.

4.3.1.2 Depot Repair / Pooled inventory Program Set Up

The optimum long-term solution for obsolescence and maintainability may be the use of a
collaborative program to manage the service and substitution/replacement of RPS and PPS
equipment. As the size of the common group increases, the economic advantages of the approach
also increase. The two elements of a centralized program, depot repair and pooled inventory, are
mutually supporting. The use of a common depot repair facility allows the strategic stocking of
circuit board and module components rather than complete boards. The cost of the strategic
inventory of components is significantly lower than that of an equivalent number of replacement
boards. The additional cost is added only when needed - when a failed board is repaired. The use
of a common facility with a known, high level of service quality and workmanship, along with a
documentation and certification process, makes interchanging equipment much easier and allows
for centralized trending of part and component performance. It also provides for reduced utility
audit expenses to maintain the class 1 quality and reporting processes.

4.3.2 Medium Term Plan

The medium term plan involves actions that should be started within the next two to three years
to develop contingent designs for key equipment that has a high degree of vulnerability to
obsolescence or that is subject to wear and/or age-related degradation.

The medium term plan has four major elements:

Continue the Obsolescence Substitutes/Replacement Program

Continue to Phase In the Depot Repair/Pooled Inventory Program

Develop Detailed Designs for Key Replacements Required For The Long Term

Investigate Life-Limiting Issues

4.3.2.1 Depot Repair/Pooled Inventory (DR/PI) Program

The DR/PI program should be implemented on a phased basis, starting with key RPS and PPS
equipment and then extending into the balance of the RPS/PPS equipment for serviceable items.
Based on the economic potential that is demonstrated for the RPS and PPS, additional systems
that have similar characteristics should be considered for addition to the program. A likely
candidate would be the control element drive mechanism control system.

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4.3.2.2 Develop Designs for Replacements Needed Long Term

Key elements of the RPS and PPS may potentially need replacement before the end of the
projected lives of current operating CE plants. These elements are:

Relays - due to mechanical wear

Power Supplies - due to age-related degradation

Analog Calculator Modules - due to technological obsolescence

The degree of need for replacement and the potential need dates will directly depend on whether
the depot repair/pooled inventory program is implemented.

4.3.2.3 Investigate Life-Limiting Issues

The life of the RPS and PPS could be limited over the long term by aging or wear of equipment
that cannot be easily or economically replaced, such as the wiring and connections internal to the
system. It is recommended that the plants periodically assess the adequacy of the system
elements that may be susceptible to life-limiting wear or age related degradation. If problems are
discovered or projected to occur, they should be addressed in an update of the obsolescence and
maintainability plan.

4.3.3 Long Term Plan

The long-term plan describes how the obsolescence and maintainability program plan will be
periodically updated. The long-term plan is essentially a continuation of the medium term plan,
with one significant addition - the periodic performance of a maintain or replace economic
analysis. This analysis will periodically assess which option is economically preferable.

At some point, if plant licensed life extension is granted, it is possible that it will be more cost
effective to replace the system than it is to make a continuing investment in parts stocking and
parts substitution/replacement.

4.4 Obsolescence and Maintainability Database

During the evaluation phases of the RPS/PPS Obsolescence and Maintainability project,
information on the system equipment configuration and equipment was accumulated and refined.
The plan for the final phase of the project is to collect and analyze key information to support
refinement of the long-term plan. Equipment inventory usage and inventory levels are of
particular interest.

The information that has been collected was converted to a relational database format and
provided to the CEOG participants as a Microsoft Access application. The application was
automated with ease-of-use features to assist the users in accessing, manipulating, analyzing, and
reporting on the information. This database is available as a web page that the sponsoring

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utilities can log onto. Each utility can access the database for their specific utility and modify it
as necessary. Each utility can also access other utility databases to adjust inventory or usage
data, but they can not modify other utility databases.

4.4.1 Supplier Contact List

This listing provides subvendor contact information that was utilized and formulated during the
performance of this phase of the project for possible utility use.

4.4.2 Cost of Ownership Report

This report provides utility-specific cost estimates to maintain an existing RPS or PPS, as
applicable, for a 5-year period for component types 0,1 and 2. The cost of ownership is based
upon component usage rates, inventory levels, component manufacturers cost and engineering
costs, if applicable as follows:

usage/year - either utility-provided or based upon X% of installed quantity rounded up to


nearest whole number (2% was default.)

inventory carrying cost/year - either utility-provided or based upon average of input received
(5% per year used as a default.)

# of Units - usages can be scaled for multiple-unit sites.

# of years - Cost of Ownership report period can be adjusted.

The total cost for all units is given for plant sites with more than one unit. The range of cost of
ownership for the various utilities is from $350,065 to $2,414,713 for a five-year period.

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Table 4-1
Cost of Ownership Recommended 5 Year Inventory Needs Inventory Sample

P/N Manufacturer Description Availability On-Hand 5 Year Need to Unit Ext


Type Spares Usage Buy Price Price
08A36-05-2-02N Grayhill Switch 1 0 5 5 $69.97 $349.85
08L36-03-2-02N Grayhill Switch, Keylock 1 0 5 5 $87.72 $438.60
10-101960-123 Bendix Receptacle 1 0 5 5 $50.00 $250.00
10250T101-2X Cutler Hammer Pushbutton Switch 1 1 5 4 $18.13 $72.52
10250T15112-22X Cutler Hammer Key Operated 1 0 5 5 $52.25 $261.25
Switch
10250T15434-2X Cutler Hammer Key Operated 1 0 5 5 $48.92 $244.60
Switch
105-601 EF Johnson Tip Jack, White 1 0 5 5 $1.00 $5.00
105-602 EF Johnson Tip Jack, Red 1 0 5 5 $1.00 $5.00
105-603 EF Johnson Tip Jack, Black 1 0 5 5 $1.00 $5.00
12-4 Master Specialties Switch Light Unit 1 4 5 1 $30.00 $30.00
12-C Master Specialties Switch Assy 1 0 5 5 $40.00 $200.00
12-M Master Specialties Lens Assy 1 0 5 5 $20.00 $100.00
12-P Master Specialties Lens Assy 1 0 5 5 $20.00 $100.00
12/10F-25 Ward Leonard Resistor 1 0 5 5 $3.68 $18.40
1416-4 H.H. Smith Terminal Lug 1 0 5 5 $5.00 $25.00
1450F Stanford Apld. Eng. Card Guide 1 0 5 5 $0.10 $0.50
15017-1 Staco Switch Dummy P.B. 1 0 5 5 $35.24 $176.20
Display Screen
150D106X0035R2 Sprague Capacitor 1 0 5 5 $2.00 $10.00

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4.4.3 Pooled Inventory Report

This report provides either a RPS or PPS pooled inventory report, as applicable, on a utility-
specific basis. The pooled inventory report combines the collective utility RPS or PPS parts
inventories so that utilities can determine who has which components.

The following table is an abbreviated example of the pooled inventory report format.
Table 4-2
Pooled Inventory Report Sample

Part Number Plant Manufacturer Spare Quantity Availability Type

000222-001 CCNP1 Gamma Metrics 2 3

000222-001 CCNP2 Gamma Metrics 2 3

000244-002 CCNP1 Gamma Metrics 3 2

000246-003 CCNP1 Gamma Metrics 12 3

1-1500 SL-2 Nobex 2 3

10-214216-6P CCNP1 Bendix 8 0

10-214228-21G CCNP1 Bendix 8 0

10-214228-21P CCNP1 Bendix 8 0

10-72016-1S CCNP1 Bendix 3 0

1000-50 CCNP1 Cornell Dubilier 1 2

1000-50 MILSTONE2 Cornell Dubilier 1 2

4.4.4 Component Categorization

The Cost-of-Ownership Report, Web Database and the Pooled Inventory Report all categorize
RPS and PPS components according to their Availability Type. The Availability Type
definitions are as follows:

Type 0: not currently obsolete and still readily available.

Type 1: expected to be obsolete soon, but a limited quantity is still available either through
the Original Equipment Manufacturer (OEM) or through various distribution and parts
brokerage firms.

Type 2: obsolete but alternate components can be located which require further
documentation and/or testing prior to use as an approved alternate.

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Type 3: obsolete and the alternate part(s) require a change in the form factor or mechanical
footprint and a redesign of the parent assembly.

The Cost-of-Ownership Report formulas are based upon either utility-provided data or default
variables as follows:

Usage/year: either utility-provided or 0.2 per year was used as the default.

Inventory Carrying Cost/year: either utility-provided or based upon the average of the input
received. 5% was used as the default.

The Cost-of-Ownership Report contains component costs based upon the following:

Type 0s = Manufacturers List Price

Type 1s = Manufacturers List Price

Type 2s depend upon the required replacement method:

Dedication and a Technical Evaluation = $5,560* per item

Dedication and Qualification Analysis = $19,685* per item

Dedication and Qualification Testing = $98,000* per item

Asterisked costs above reflect March 2000 pricing and are subject to change.

Type 3 costs are limited to the Bistables, Relays and Power Supplies and are documented in the
respective individual reports. Individual pricing for the majority of Type 3s is impractical given
the numbers involved. The sum of the total individual Type 3 costs (on a menu basis) would
potentially exceed the replacement system cost. Replacement costs for Type 3s would have to
address mechanical redesign, dedication and qualification testing for each component. It is not
likely that utilities would never maintain a system in this fashion; they would replace the system
instead.

4.4.5 Current Database Status

As of March 2000, the RPS/PPS database comprises 2425 component records broken down as
follows:

Type 0s = 1118

Type 1s = 41

Type 2s = 998

Type 3s = 268

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5
RECOMMENDATIONS AND FUTURE ACTIONS

Participating utilities need to evaluate their plant-specific Cost-of-Ownership Reports and make
either a maintain or a plan-for-replacement decision for their RPS or PPS, as applicable. If the
utility decision is to continue to maintain their system, then they need to consider ordering the
identified quantities of Need-to-Buy components in the Cost-of-Ownership Report. Table 5-1
provides the Utilities Cost-of-Ownership estimates for different time periods. These amounts
reflect individual utility usage and inventory data provided as project input.

It must be emphasized at this point that the totals in Table 5-1 reflect Need-to-Buy costs now to
extend the life of the system for the selected time period. A delay in this inventory procurement
will impact these costs, as more components will become obsolete. Over time, all components
will migrate from a Type 0 (readily available) to a Type 3 (obsolete). The situation gets worse
the longer the procurement is deferred. Type 3 components are not included in Table 5-1, but
they will come to dominate the cost over time. Items identified as Type 3 are expensive because
they require a change in form factor, custom re-design and full re-qualification.
Table 5-1
Cost of Ownership as of 10/00 (Component Types 0,1 and 2 only)

Plant System Type 5 Years 10 Years 20 Years 30 Years

St. Lucie 1 RPS $738,690 $1,477,380 $2,954,760 $4,432,140

St. Lucie 2 RPS $350,065 $700,130 $1,400,260 $2,100,390

Palo Verde 1,2,3 PPS $2,414,713 $4,829,426 $9,658,852 $14,488,278

Ft. Calhoun RPS $559,341 $1,118,682 $2,237,364 $3,356,046

Calvert Cliffs 1&2 RPS $637,188 $1,274,376 $2,548,752 $3,823,128

Millstone 2 RPS $1,597,157 $3,194,314 $6,388,628 $9,582,942

Waterford 3 PPS $1,522,787 $3,045,574 $6,091,148 $9,136,722

San Onofre 2&3 PPS $1,054,130 $2,108,260 $4,216,520 $6,324,780

ANO-2 PPS $1,494,728 $2,989,456 $5,978,912 $8,968,368

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Recommendations and Future Actions

Utilities, therefore, should establish a timetable for a RPS or PPS system replacement. Beyond
the Cost-of-Ownership reports, a useful tool to aid in this assessment is a listing of current Type
3 components. Each participating utility received a customized list of Type 3 components for
their system. A leading indicator of the need for system replacement is a growing list of Type 3
components. This is particularly true if the rate of increase of items in the list is accelerating.
Since qualification is more cost effective on a system basis than with a piecemeal module-by-
module approach, the number of Type 3 components will likely drive the maintain/replace
decision. Utilities should also review their maintenance records for any indications of
accelerating failures. This would potentially indicate arrival at the end of the bathtub curve and
an end-of-life condition. In addition, inventory levels of Type 3 components divided by usage
rates can provide a timing yardstick.

Other factors may influence the maintain/replace decision. Newer digital designs offer enhanced
features. The human-to-machine interface is often dramatically improved. On-line testing may
reduce the surveillance and maintenance burden. Response times, uncertainties and margins may
all be improved by an upgrade.

The CEOG I&C Subcommittee (I&CSC) will evaluate future options to maintain or merge the
existing RPS/PPS Obsolescence database. The I&CSC will also consider a future CEOG
program to develop an MDR replacement relay design. The modular power supply design will be
implemented as a part of the Common Qualified Platform (Common Q) Program through the
CEOG.

The third phase has been successful in outlining the general requirements for the overall
obsolescence and maintainability plan. This phase has also resulted in the development of a
powerful user tool for continued use of the products of this evaluation process.
Recommendations to further increase the functionality of this tool have been provided for
consideration of the participating utilities.

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