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Product Abstract

Equipment Reliability Case Studies: INPO AP-913 Equipment Reliability Process Implementation Summaries

Product ID:1003479
Date Published:18-Dec-2002
Sector Name:Nuclear
Document Type:Technical Results
Price:No Charge

This Product is publicly available

   3.98 MB - Adobe PDF (.pdf)

This report chronicles the implementation process of the Institute of Nuclear Power Operations' (INPO's) AP-913 to address equipment reliability (ER) at three utilities. The contributing utilities are Exelon Nuclear, PPL Susquehanna, and Dominion Nuclear - Surry. The information in this report was obtained primarily through interviews with plant personnel, with additional information being provided by the contributing utilities in hard copy form. The report begins by documenting the motivation behind implementing an ER process and the steps leading to the selection of AP-913 as the basis for an ER process. The report also lists the similarities found in the implementation steps and the common process areas that will benefit from a longer term approach. The goal of this report is to support utilities considering the adoption of AP-913 by citing three different examples of organizations with significant experience in efforts to improve equipment reliability.


Several years ago, each of the utilities who contributed to this report were experiencing strong performance with high capacity factors; however, seemingly random equipment failures were causing some unplanned capacity losses. Each of the three utilities began to address these issues by forming interdisciplinary teams to investigate the incidents. In each case, the investigating group found that there was no one simple explanation, and identified the need for a broader scale approach to solving these individual equipment reliability issues.

To help utilities improve equipment reliability, the Institute of Nuclear Power Operations (INPO) published a report entitled, "Equipment Reliability Process Description AP-913." This report provides a framework for establishing an equipment reliability process. The process consists of six major areas:

1. Scoping and Identification of Critical Components

2. Performance Monitoring

3. Corrective Action

4. Continuing Equipment Reliability Improvement

5. Long Term Planning and Life Cycle Management

6. Preventive Maintenance Implementation

Each utility used the guidance in INPO's AP-913 as a significant element in their efforts. The case studies chronicle the experience gained.


Although there are similarities in motivation and some common themes to AP-913 implementation, each organization has taken a somewhat different path.

Exelon Nuclear, which manages ten nuclear sites with seventeen units, began with a corporate level initiative to improve equipment performance. This project was organized under six teams responsible for various aspects of equipment performance. The project's short-term goal was to implement specific actions to address equipment vulnerabilities and the long-term goal was to improve equipment reliability processes and supporting behaviors. The teams' responsibilities have been transitioned to appropriate "line" organizations at either corporate or site locations.

PPL manages the Susquehanna Steam Electric Site with two units. In 1999 PPL management organized a Task Team to address a series of unrelated equipment failures. The Task Team suggested adoption of AP-913 to provide a broad approach to equipment reliability, and PPL management endorsed the idea. Following a gap analysis of AP-913, the Task Team identified four leverage points in the ER process diagram that were either foundational to the entire process or would provide the most immediate impact. A Project Team was established to spearhead completion of these areas and oversee overall implementation of AP-913.

Dominion Nuclear manages three nuclear sites with a total of six units. The case study in this report focuses on equipment reliability efforts at their Surry plant. In 1999, a Task Team formed to improve plant performance made the suggestion to adopt AP-913. After both site and corporate management endorsed the idea, an INPO assist visit on ER was completed and a gap analysis was performed using a team formed from staff in key station departments. The efforts to address the results of the gap analysis are led by an ER Team with support from an ER Steering Committee composed of site management.

EPRI Perspective

As the industry increases its recognition of the economic importance of dependable nuclear generation, greater emphasis has been placed on industry equipment reliability initiatives. A basis for many plants' initiatives has been INPO's AP-913 "Equipment Reliability Process Description." Implementation of the AP-913 process for Equipment Reliability provides a comprehensive, uniform framework, applicable to all plants in an organization. It integrates industry lessons learned and changes to the process based on user feedback. As the process evolves from gaining more knowledge and experience, the changes are implemented across all affected plants to improve equipment reliability.

2002 Program 41.05.02   Plant Engineering Program
  • Preventive Maintenance
  • Nuclear Power Plants
  • Life Cycle Management
  • Equipment Reliability

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