May-June 2018 NPJ

Nuclear Plant Journal, May-June 2018 NuclearPlantJournal.com 47 (Continued on page 48) Westinghouse Field Service Crew in Containment. perform, we’ll review the outage plans to see if there are any high-risk activities and also to discover any opportunities for which we can help minimize resources to assist our customers to meet their goals in efficiency. While safety is always the highest priority, as part of the Delivering the Nuclear Promise® initiative, we want to be able to monitor the cost across the board by working as synergistically with crews or resources as we can. A couple other points I’d like to make are that, during every non-outage period, we also strengthen our field leaders. These are senior outage team leaders – project managers and outage managers – who go to the field to work with our customers. We have a leadership forum that we host for a couple days where they gain additional targeted training or review specific risk areas. We call this forum the Outage Manager Boot Camp and Field Leader Seminars. 2. How do you address the emergent issue response from EMEA or Waltz Mill facility outage control centers? We have the Westinghouse Outage Control Center (WOCC) headquartered at our Field Services Center of Excellence in Madison, Pennsylvania, which is our Waltz Mill facility. It serves as our headquarters for field service operations in the U.S. During the outage season the WOCC is staffed 24 hours a day, 7 days a week with crews consisting of a duty director, a manager and engineers on each shift. There’s a direct tie from the plants to our field teams through various means of communication. With some of our customers, we have live feeds from the Containment Building to our WOCC. This allows us to look at upcoming activities during an outage so that we can understand who needs to be ready to complete them. Also, when there is an emergent issue, such as unplanned scope or an issue with equipment or a task that we’re trying to perform, we’re able to use the WOCC to bring all the resources of Westinghouse together. From the WOCC, they basically control the communication and the issue until we have resolution. We have another outage control center in France to support outages for our Europe, Middle East and Africa- based customers. Our two control centers are linked with daily reports and logs that allow us to support one another. This is especially helpful if there are emergent needs for which we need to share resources. In these cases, our WOCCs control our overall resources to make sure they are dispersed correctly to meet those needs and our other outage commitments. Pursuant to how we work in the U.S-.based WOCC, we have two turnovers, changing staff every 12 hours. Additionally, every day during the outage season all of our outage managers call in and share information in a standard format.We talk through any safety, human performance or emergent needs occurring at the outage that they’re conducting and what support they need. Then we work through their upcoming activities for the next 24 hours so that we have visibility and can supply all the proper resources from Westinghouse that are needed. This has allowed us to provide immediate emergent issue response and follow it all the way to resolution. Running on the same 24-hour-a-day, 7-day-a-week schedule that our utility customers are running their Outage Control Center (OCC) operations, allows us to be tied together on conference calls or whatever is needed to bring an issue to resolution.