Training Strengthens the Team
All those who worked on the project received specific training about project-related responsibilities and tasks. In addition, SGT developed and implemented extensive supervisor training to provide a common base for performance and accountability. Training covered key areas such as enforcing job safety rules using standardized daily pre-job briefings. Pre-job briefings covered safety, human performance, and specific activities related to performance of the day’s work. Supervisor training covered the dropped object prevention plan and support for the Red Hat program, housekeeping, fire prevention, signs and barricades, fall protection, accident reporting, and emergency preparedness.
A separate training session, presented by the project manager, established and defined expectations of supervisors, such as encouraging the team to create and promote a safety-conscious work environment. It also detailed how to supervise and give clear direction. Training also focused on the importance of quality for the SGT team and outlined procedures to report deficiencies and maintain material control.
Making Communication a Priority
Communication was fundamental to the success of the team, and it was a crucial component to maintaining safety and schedule on such a complex project. Each shift began with a plan of the day (POD) meeting. As with all project meetings, a relevant safety topic was at the top of the agenda. Other topics discussed included ALARA, upcoming shift activities, progress toward schedule, and client activities.
POD meetings served as a forum to communicate Red Hat observations and an opportunity for personnel to ask questions. The content of completed real-time observation cards was discussed to share successes and identify potential issues early. Discrepancies and housekeeping issues were also discussed to ensure that the corrective measures were understood and ongoing difficulties would be avoided. Information from the previous shift was carried forth in these meetings, which helped provide continuity during the fast-paced outage phase of the project.
The Project’s Economic Benefits
Replacing the steam generators in both units ensures that DCPP will run through the length of its current operating license, which expires in 2025. The old generators had been in operation since the mid-1980s; if they had not been replaced, the power plant would have had to shut down prior to the end of the licensed operating period. Maintaining the old generators also had become costly.
Installing new steam generators is more cost-effective than shutting down the power plant and obtaining power from other sources. In addition, replacing the steam generators helps ensure that the facility continues to operate at the safest possible level.
The complexity of this outage required bringing in more than 2,300 additional specialized workers. This influx of workers had a positive effect on the local economy and brought new commercial activity to local restaurants, hotels, and other businesses. The project also promoted positive relations between the power plant and the local community.
—Angela Neville, JD, is POWER's senior editor.
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sincerely
rafael guarecuco
venezuela