Qinshan CANDU Project Construction Experiences and Lessons
Qinshan CANDU Project Construction Experiences and Lessons Qinshan CANDU Project Construction Experiences and Lessons
2003 February 8.15 Construction Photographs March 1999 – VHL – Temporary Roof July 2000 - U1 Steam Generator Installation April 2001 – Temporary Roof 26 June 1999 – Unloading Calandria November 2000 – Dousing Module Lift September 2002 – A Bird’s Eye View of Qinshan CANDU Project
2003 February 9. METHOD TO SUBCONTRACT MATERIAL AND CONSTRUCTION WORKS The Chinese construction contractors were responsible for providing skilled resources, management and supervision, planning of work and quality program. Site Project Management Organization (SPMO) provided overall management of NSP construction and technical assistance to the construction contractors to reinforce their planning, develop Level 3 schedules, develop catch-up programs, schedules and plans, develop and use production indicators to manage bulk works, assist contractors in subcontracting specialized activities such as structural steel design and fabrication, improve organization of contractors for better communications and increased productivity, develop quality procedures, assess training programs and update as needed, assist contractors in complying with worker qualifications and certificates, assist contractors in setting up and executing check and test programs that represented an increase in their traditional scope, and assist and monitor the contractors in the setting up and carrying out industrial safety and worker safety programs. The Project construction scope was divided into a series of Construction Work Packages (CWPs). Individual general works subcontracts were established for mass excavation, pipe prefabrication, ready mix concrete production, temporary construction utilities, and inland transportation. The plant building and system CWPs were established by craft disciplines and compiled into two civil and two installation subcontracts, one each for the Nuclear Steam Plant (NSP) and the Balance of Plant (BOP). AECL entered into the subcontracts covering the general works and the NSP civil and installation works with local contractors selected with the agreement of TQNPC. TQNPC entered into subcontracts for the BOP. The subcontractors priced the works on a CWP basis, which permitted firm prices to be established for a large percentage of the scope. Other works where only preliminary information was available were based on fixed unit prices and provisional sums for the different commodities. AECL and Bechtel/Hitachi supplied the majority of the material and equipment separately, with the exception of mainly concrete, rebars and steel. Since each subcontract firm pricing was established at a low level breakdown within each CWP, the subcontractor-estimated labour resources were more accurately established and available. Interrelationship with the construction schedule was readily available and produced accurate labour and cost monitoring and forecasts throughout the implementation of the construction works. Quantity reconciliation between contract value and actual quantity installed was regularly kept up-to-date and contract values were adjusted accordingly. Contractors were paid based on the actual quantity installed. Figure 9-1 shows the Site construction interface. 27
- Page 1 and 2: QINSHAN CANDU PROJECT CONSTRUCTION
- Page 3 and 4: 2003 February TABLE OF CONTENTS SEC
- Page 5 and 6: 2003 February TABLE OF CONTENTS SEC
- Page 7 and 8: 2003 February design, which will ha
- Page 9 and 10: 2003 February ECGD Export Credits G
- Page 11 and 12: 2003 February 1. CONTRACT ORGANIZAT
- Page 13 and 14: Figure 1-1 AECL Overall Project Con
- Page 15 and 16: AECL Project Quality Assurance Mana
- Page 17 and 18: Figure 1-5 Qinshan CANDU Project -
- Page 19 and 20: 2003 February 3. LICENSING AND REGU
- Page 21 and 22: 2003 February 2) A technical suppor
- Page 23 and 24: 2003 February 4. SCHEDULES The hear
- Page 25 and 26: 2003 February Figure 5-1 Major Mile
- Page 27 and 28: 2003 February 6. DESIGN AND PROCURE
- Page 29 and 30: 2003 February format of the SPMO Co
- Page 31 and 32: 2003 February 7) Disposition of tec
- Page 33 and 34: 2003 February Steam generators (220
- Page 35: 2003 February - Accounting Manageme
- Page 39 and 40: 2003 February 10. RESOURCES AND QUA
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- Page 45 and 46: 2003 February 11. MATERIAL MANAGEME
- Page 47 and 48: 2003 February 12.4 Accommodations E
- Page 49 and 50: 2003 February TQNPC was responsible
- Page 51 and 52: 2003 February 6. Loss of Class IV T
- Page 53 and 54: 2003 February Open item management
- Page 55 and 56: General Manager (TQNPC) Project Dir
- Page 57 and 58: 2003 February Commissioning Technic
- Page 59 and 60: 45 40 35 30 25 AECL BECHTEL M-M HIT
- Page 61 and 62: Figure 13-6 TQNPC Commissioning Tec
- Page 63 and 64: 2003 February 14. AECL STUDY: LESSO
- Page 65 and 66: 2003 February 15. AECL’S STUDY: F
- Page 67 and 68: 2003 February • Improvements in p
- Page 69 and 70: 2003 February Appendix A Design and
- Page 71 and 72: 2003 February • RFC(S) BOP Tech S
- Page 73 and 74: 2003 February Appendix B Quality As
- Page 75 and 76: 2003 February To initiate this surv
- Page 77 and 78: 2003 February better records are av
- Page 79 and 80: 2003 February philosophy and includ
2003 February<br />
8.15 <strong>Construction</strong> Photographs<br />
March 1999 – VHL – Temporary Roof<br />
July 2000 - U1 Steam Generator Installation<br />
April 2001 – Temporary Roof<br />
26<br />
June 1999 – Unloading Cal<strong>and</strong>ria<br />
November 2000 – Dousing Module Lift<br />
September 2002 – A Bird’s Eye View of<br />
<strong>Qinshan</strong> <strong>CANDU</strong> <strong>Project</strong>
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