PowerPoint Presentation · Title: PowerPoint Presentation Author: Geoff Blacklock Created Date: 7/10/2017 8:57:53 AM

Box Encapsulation Plant Delivery Team

C01003 OFFICE INDUCTIONB O X E N C A P S U L A T I O N P L A N T ( B E P ) P R O J E C T

Supply Chain DayJun 29th 2017

Housekeeping

• No fire alarms due today. If the alarm rings please leave by the fire exits and congregate on the car park at the front

• This is a no smoking site-there is a smoking shelter opposite the Construction Centre at the car park exit.

• We know your time is valuable so we haven’t got an official closing of the event-please leave when you’ve participated in the parts of the event that are useful-but do stay for lunch from 12-1 so we can say hello properly!

Opening Comments

Martin Chown, Supply Chain Director, Sellafield Ltd

Project Update

Chris Cunningham,

Project Director BEPDT

Quality-learning from experience

Shaun Lees,Quality

Manager

Objectives

• Communicate to the Supply Chain learning to date

• Supports Zero Concession Culture

• Quality is there to support and assure that the Project and Supply Chain is delivering the design intent and client expectations.

Terms of Reference: why are we here?

BEP will provide the capability to receive beta-gamma wastes from the Magnox Swarf Storage Silo (MSSS) and also provide an interim storage

solution to bridge availability;

• The retrieval of waste from MSSS is the number one priority on the Sellafield Site

• The bulk route via Sellafield Direct Encapsulation Plant (SDP) is not available in the timescales for early retrievals from the silos

• It was considered that “reworking” an existing facility (BEP) would avoid delaying MSSS retrievals

• In addition BEP will support other Legacy Ponds & Silos (LP&S) programmes

HSE Management

BEPDT Project Charter

- Vision

- Mission

- Goals

- Values and Behaviours

MSP 350 – BEPDT Project Health & Safety Plan

By establishing a collaborative working culture, the right behaviours, fit for purpose specifications and the appropriate application of our arrangements within the SL organisation and the supply chain we can significantly reduce the current numbers of Technical Queries and Concessions generated within our contracts. We can also improve our ability to deliver quality proven products on a Right First Time basis and maintain schedule and cost adherence.

This is our opportunity to drive to a zero concession environment.

Steve Livingstone Sellafield Ltd Project DirectorMarch 2017

Sellafield Zero Concession Environment

A culture of quality

A culture of quality is one in which everybody in the organisation, not just the quality controllers, is responsible for quality. A central feature of such organisations is that each worker or team of workers is both a customer of, and supplier to, other workers in the organisation: they form a chain of internal customers and suppliers. It is the responsibility of each unit to ensure the quality of their own work. The emphasis is on ensuring that things are ‘done right first time’. When they are not then the process that has led to an unsatisfactory output is analysed so that corrections can be made in the process to ensure that the problem does not arise again.In an Organisation with a High quality culture there is no need to check final output. Indeed to do so, is to shift responsibility away from those involved at each stage.

Harvey and Green (1993)

Project Quality Pledge: Zero Concession

TO MAINTAIN NUCLEAR SAFETY on BEP, I WILL :

✓ ALWAYS place safety first – look out for myself and others

✓ LOOK to continually Improve and “Learn from Experience – LfE”

✓ NEVER compromise Quality for Schedule delivery

✓ CHALLENGE the norm and also accept challenge – “Is it Fit for Purpose?”

✓ STOP and CHECK are the Specifications and Requirements clear

✓ EVALUATE, UNDERSTAND, and PLAN for success – “Right First Time”

✓ SUPPORT, COACH and ENCOURAGE others to make Quality “Personal”

Quality of works information

Enables “doers” to deliver Right First Time

Consistent Understanding? Checking of Works Information?

(Do all interested parties understand?) (Do we carry out Contract Reviews?)

Fit for Purpose? Successful Dissemination?

(Has the application been considered?) (How will the requirements be cascaded?)

Checking of Understanding?

(Do we go out and check/assist?)

This is Sellafield's accountability as an Intelligent Client

Starting out on the right foot (SL Design) This has to be our focus

BEPDT Learning from Experience

• Earlier engagement with suppliers• Provide clear and unambiguous specifications• Apply “Fit for Purpose” Engineering• Perform robust contract reviews prior to ITT• Timely document approval & turnaround• LTR Index agreed before work commences• A robust change control process is agreed to capture and

address any changes• Supply Chain Mapping and Assurance oversight BEPF

404.01 submitted and agreed prior to the placement of orders (CFMT 121 form)

BEPDT Learning from Experience cont

• Weld Schedule, Purge Plan and NDE schedule to be produced and agreed prior the commencement of welding.

• Key roles identified at kick off and any changes to be agreed (succession planning)• Dedicated Supplier QA / QC for the scope – “Cradle to Grave Approach”• Exemplar documents to be completed and communicated to all interested parties.• Concurrency of documents, pre-populated reports signed off at the work face• HOLD points on ITP to align with key activities.• All material certificates checked and signed prior to release for fabrication • No Approved LTR’s - No Release

Nuclear Safety Culture

• Nuclear Safety Induction• Monthly Tool Box Talks• Look for evidence in the

Supply Chain• Nuclear Safety Booklet

Nuclear Safety Champions [email protected]@Sellafieldsites.com

What does good look like?

Scheduled Design Phase Scheduled Manufacturing Phase

Predictable Outcome – Quality, Cost and Schedule

Minimal TQs, Concessions, delays, rework and LTRs concurrent with manufacture.

• CQRM Section 5• Capture all assurance and inspection activities• Activity Codes

• 100% - Reduce once satisfied supplier / organisation is meeting the standards

• No work is to commence without an approved quality plan being in place

• Owned by the Project Manager• Concurrent sign off

QA Champion – [email protected]

Quality Plans (incl DVQP and ITP’s)

Supply Chain

• CQRM Sections 6 & 7• Pre-Assessment Visits• Tier 2 CFMT 121• Tier’s 3 and below BEPF SOP 401.04

QA Champion [email protected]

Pre-Contract Award

• Early Contractor Engagement• Pre-Assessments

• Development Plan• Sub-Contract Procurement Strategy per Procurement Package• Invitation to tender• Tender Evaluation

SC QA Champions –[email protected] /

[email protected]

Post-Contract Award

• Opening Up Meetings - BEPF 305.08• Dedicated QA QC Resource per

Procurement Package• Supply Chain Mapping• Right First Time Metrics (section 5.22)

– BEPF SOP 305.09• LTR’s Index BEPF 306.02• Final Release 5199/5059 – BEPF

305.04

SC Map Champion –[email protected]

Lifetime Records (LTR’s)

• Index agreed at Kick off Meeting• Vendor Document Requirements Schedule (VDRS) which

will form the basis of the LTR index• Concurrent compilation & review• LTR Tracker

• Progress, Snags & Close out• Site

• Construction LTR File• DC to finalise

• No LTR sign off NO Shipment• Legacy – RFI – Asset ConditionLTR Champions – [email protected] / [email protected]

Learning from experience

• Capturing• Investigations – Root Cause

Analysis• SC QERT

• ATLAS & OPEX• Trending of NCR’s / TQ’s / PP’s &

Concessions• Communication

• TBT• Workshops• Peer Discussions

• LFE Index 203044-0000-JD00-SCH-00001

LFE Champion – [email protected]

Right First Time

• KPI’s• Analysis• Continual Improvement• Schedule• Project Efficiency• IMS – First Submission 75%

RFT

Right First Time

Value General Findings Action to be Taken1) All Documents available, correct and on time None

2) Submissions complete right f irst time and on time Positive feedback required to all concerned

3) Flawless W orkmanship and coordination.

4) LTR Concurrent and with no errors

9 As above but with minor errors, slippage not affecting programme Positive feedback to all concerned. Brief discussions around improvements

1) Documents available, minor corrections with resubmissions required, minor slippage Positive feed back with a but……

2) Submissions available but require amending and outside of programme Identify why errors and slippage have happened

3) W orkmanship and coordination generally good but minor reworks and slippage Introduce change where necessary

4) LTR almost concurrent and with minor errors

1) Documentation would benefit from additional effort Feedback sessions

2) Submissions would benefit from additional effort Challenge further improvements

3) Acceptable workmanship improvements possible Punch listing

4) LTR available, presentation generally required Improvement programme & Lessons Learned

1) Documentation improvements generally required Feed back to those concerned

2) Submissions improvements generally required Raise punch lists

3) Poor workmanship improvements generally required Improvement programme

4) LTR available, improvements generally required Lessons Learned

1) Documents available, quality poor with errors Feed back to those concerned

2) Submissions available quality poor errors Raise punch lists

3) Poor workmanship / conditions with slippage Improvement programme

4) LTR available, quality poor with errors Lessons Learned

1) Some Documentation not available with errors Immediate contact and discussion with individuals concerned

2) Some submissions not received quality poor Project Manager / Engineer informed

3) Poor workmanship / conditions with slippage Recovery programme required

4) LTR poor, documents available, quality poor with errors Improvement programme required

1) Majority of Documentation not available and with many errors Immediate contact and discussion with individuals concerned

2) Many submissions not received and / or poor quality Project Manager / Director informed

3) Poor workmanship / conditions and late Recovery & Improvement programmes required

4) LTR poor, some documents available, quality poor

1) Majority of Documentation not available and with major errors or not applicable to

scope Immediate contact and discussion with individuals concerned

2) Most submissions not received and / or poor quality Project Manager / Director involved

3) Very poor workmanship / conditions and late Suspend order execution

4) LTR after thought, some documents available, quality poor Potential recovery and improvement programmes required if order continues

1) Documentation not available Immediate contact and discussion with individuals concerned

2) No Submissions as detailed within requisition Project Manager / Director involved

3) W ork not started Suspend order execution

4) LTR not started

0 No Activity in this phase None to be taken

3

2

1

10

8

7

6

5

4

Right First Time

Value General Findings Action to be Taken1) All Documents available, correct and on time None

2) Submissions complete right f irst time and on time Positive feedback required to all concerned

3) Flawless W orkmanship and coordination.

4) LTR Concurrent and with no errors

9 As above but with minor errors, slippage not affecting programme Positive feedback to all concerned. Brief discussions around improvements

1) Documents available, minor corrections with resubmissions required, minor slippage Positive feed back with a but……

2) Submissions available but require amending and outside of programme Identify why errors and slippage have happened

3) W orkmanship and coordination generally good but minor reworks and slippage Introduce change where necessary

4) LTR almost concurrent and with minor errors

1) Documentation would benefit from additional effort Feedback sessions

2) Submissions would benefit from additional effort Challenge further improvements

3) Acceptable workmanship improvements possible Punch listing

4) LTR available, presentation generally required Improvement programme & Lessons Learned

1) Documentation improvements generally required Feed back to those concerned

2) Submissions improvements generally required Raise punch lists

3) Poor workmanship improvements generally required Improvement programme

4) LTR available, improvements generally required Lessons Learned

1) Documents available, quality poor with errors Feed back to those concerned

2) Submissions available quality poor errors Raise punch lists

3) Poor workmanship / conditions with slippage Improvement programme

4) LTR available, quality poor with errors Lessons Learned

1) Some Documentation not available with errors Immediate contact and discussion with individuals concerned

2) Some submissions not received quality poor Project Manager / Engineer informed

3) Poor workmanship / conditions with slippage Recovery programme required

4) LTR poor, documents available, quality poor with errors Improvement programme required

1) Majority of Documentation not available and with many errors Immediate contact and discussion with individuals concerned

2) Many submissions not received and / or poor quality Project Manager / Director informed

3) Poor workmanship / conditions and late Recovery & Improvement programmes required

4) LTR poor, some documents available, quality poor

1) Majority of Documentation not available and with major errors or not applicable to

scope Immediate contact and discussion with individuals concerned

2) Most submissions not received and / or poor quality Project Manager / Director involved

3) Very poor workmanship / conditions and late Suspend order execution

4) LTR after thought, some documents available, quality poor Potential recovery and improvement programmes required if order continues

1) Documentation not available Immediate contact and discussion with individuals concerned

2) No Submissions as detailed within requisition Project Manager / Director involved

3) W ork not started Suspend order execution

4) LTR not started

0 No Activity in this phase None to be taken

3

2

1

10

8

7

6

5

4

Right First Time

Value General Findings Action to be Taken1) All Documents available, correct and on time None

2) Submissions complete right f irst time and on time Positive feedback required to all concerned

3) Flawless W orkmanship and coordination.

4) LTR Concurrent and with no errors

9 As above but with minor errors, slippage not affecting programme Positive feedback to all concerned. Brief discussions around improvements

1) Documents available, minor corrections with resubmissions required, minor slippage Positive feed back with a but……

2) Submissions available but require amending and outside of programme Identify why errors and slippage have happened

3) W orkmanship and coordination generally good but minor reworks and slippage Introduce change where necessary

4) LTR almost concurrent and with minor errors

1) Documentation would benefit from additional effort Feedback sessions

2) Submissions would benefit from additional effort Challenge further improvements

3) Acceptable workmanship improvements possible Punch listing

4) LTR available, presentation generally required Improvement programme & Lessons Learned

1) Documentation improvements generally required Feed back to those concerned

2) Submissions improvements generally required Raise punch lists

3) Poor workmanship improvements generally required Improvement programme

4) LTR available, improvements generally required Lessons Learned

1) Documents available, quality poor with errors Feed back to those concerned

2) Submissions available quality poor errors Raise punch lists

3) Poor workmanship / conditions with slippage Improvement programme

4) LTR available, quality poor with errors Lessons Learned

1) Some Documentation not available with errors Immediate contact and discussion with individuals concerned

2) Some submissions not received quality poor Project Manager / Engineer informed

3) Poor workmanship / conditions with slippage Recovery programme required

4) LTR poor, documents available, quality poor with errors Improvement programme required

1) Majority of Documentation not available and with many errors Immediate contact and discussion with individuals concerned

2) Many submissions not received and / or poor quality Project Manager / Director informed

3) Poor workmanship / conditions and late Recovery & Improvement programmes required

4) LTR poor, some documents available, quality poor

1) Majority of Documentation not available and with major errors or not applicable to

scope Immediate contact and discussion with individuals concerned

2) Most submissions not received and / or poor quality Project Manager / Director involved

3) Very poor workmanship / conditions and late Suspend order execution

4) LTR after thought, some documents available, quality poor Potential recovery and improvement programmes required if order continues

1) Documentation not available Immediate contact and discussion with individuals concerned

2) No Submissions as detailed within requisition Project Manager / Director involved

3) W ork not started Suspend order execution

4) LTR not started

0 No Activity in this phase None to be taken

3

2

1

10

8

7

6

5

4

Ultimate Aim

• Get Engineers Engineering.• Minimise TQs and Concessions. • Predictable outcomes• Right First Time• Success to all interested parties, reduction in the nuclear

hazard, profit for the supply chain• Continued government funding because they have

confidence and they can see the value• Collaborative working

CONCESSION FREE ENVIRONMENT

Questions

Thank You

Shaun Lees – Quality Manager BEP [email protected]

Workshops – Understanding the Requirements -CQRM1:2:1 Sessions

HSE

Geoff Blacklock, HSE lead

Golden Rule No1

Golden Rule No. 1Advise your Supervisor / Manager prior to starting work if you have any health issues (mind and body) which mean you are unfit to work.

Golden Rule No2

Golden Rule No. 2Only start work once you have been briefed and fully understand the task, associated risks, controls and rules. Follow all rules.

Golden Rule No3

Golden Rule No. 3Take care yourself and others at all times, positively intervening when something is not safe or correct.

Golden Rule No4

Golden Rule No. 4Ensure that work stops and the Supervisor/Manager is informed when there are changes to the planned safe system of work, or if you are concerned that the activities ae unsafe.

SQEP

What is SQEP?

Suitably Qualified & Experienced Person

SQEP Role Assessments

SR0716 Site Managers

SR0717 Safety Practitioner

SR0718 Supervisor

SR0719 Operators

Pre requisite mandatory training, education and experience

Additional Site / Project training requirements

- Human Performance (MSP)

- People Plant Interface (PPI)

Monitoring & Review

Project Safety Pledge

Commercial

Gareth Weigh, Deputy Commercial Manager

Contract forms to be used on BEP

NEC3 Engineering and Construction Subcontract (ECS)Between Contractor (BEPDT) and a Subcontractor for construction and / or procurement and engineering worksOption A – Priced contract with activity scheduleOption B – Priced contract with bill of quantitiesOption C – Target contract with activity scheduleOption E – Cost reimbursable contract

NEC3 Professional Services Contract (PSC)Between Employer (BEPDT) and ConsultantOption C – Target contractOption E – Time based contract

NEC3 Supply contract (SC)Between Purchaser (BEPDT) and a Supplier for supply of Goods and/or Services.Based on Price List

NEC3 Engineering and Construction Short Subcontract (ECSC)Non complex site works which require less management

Bespoke Company Standard FormsBEP 01 – Minor Supply (PPE, stationery)BEP 02 – Minor Goods and Services (selected COTS and higher value low risk goods)BEP 03 – Minor consultancy – professional services under direction of BEPDT and / or low risk consultancy services

Key Characteristics-risk transfer

Subcontractor/Consultant/Supplier

Co

ntr

acto

r/E

mp

loye

r/P

urc

ha

se

r

Financial

risk of BEPDT Forms

Typical structure of a BEP NEC3 contract

Invitation to Tender - ITT (Not incorporated into Subcontracts)

Form of Agreement

Conditions of Subcontract – Contract dependent

Subcontract Data Part One – data provided by the Contractor incorporating:

Annex 1 - Sellafield Ltd Flowdown Terms forming part of Option Z: additional conditions of subcontract.Annex 2 - The remaining Option Z: additional conditions of subcontract.Annex 3 - The Subcontract Works Information / Goods Information / Scope (contract dependent)Annex 4 - The Site Information (Not for SC or PSC)

Subcontract Data Part Two – data provided by the Subcontractor which shall include:

Appendix 1 – The Subcontractors Pricing Document (contract dependent)Appendix 2 – The Subcontractor’s programmeAppendix 3 – The Subcontractor’s risk registerAppendix 4 – The Subcontractor’s Works Information / Goods Information / Scope (only if required and agreed)

LFE from placed contracts on BEP

Option Z ClausesAnnex 1 - subcontract management and placement - full transparency and complianceAnnex 2 - Passing of Title and associated payment conditions

Contract ManagementSufficient resource priced / included for quality, programme, commercial and reporting

Entire agreementsAll issues out at pre-contractClear clarifications on scope, price and programme

Understanding of contract forms BEPDT support pre-contract

LTRs-no LTR’s, no delivery.

Procurement Plan Update

Tom Wiseman, Supply Chain Manager

What we’ll cover today

Box Encapsulation Plant Project• Supply Chain opportunities• Significant Contracts Awarded• How to pre-qualify for BEP• How to engage with us• Key contacts

Opportunities Q2 2017/18

Q3 2017/18

Q4 2017/18

Contracts Awarded

Supplier pre-qualification

BEPDT

Quality Audit

HSE AuditHSE Demonstration

of Competence

BBCoRE

(Achilles)

Jacobs

(Builders Profile)

How to engage with us

• Be clear and concise when communicating details of your company – “why should we use you”, “what do you do”? “Where do you do it”?

• Attend engagement events, attend/join pre-organised groups e.g. BECBC

• Check online portals for opportunities

• Complete pre-qualification process when asked

• Talk to us, we want to help – don’t give up!

• Collaborate with others in the supply chain to build your capability with complementary businesses.

Opportunities and key contacts

▪Opportunities advertised online

▪BEC Business Cluster Website▪Contracts Finder▪CTM

▪Please contact us…

01925 909800▪[email protected]▪[email protected]▪[email protected]▪[email protected]▪[email protected]▪[email protected]▪[email protected]