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Transformations Underway at Cameco Doug Jensen
Manager, Cobourg Operations – Cameco Fuel Manufacturing
Jean-Pierre (J.P.) Pascoli
Manager, Maintenance and Reliability – Port Hope Conversion Facility
Safety Moment
No job is so important that we cannot
take the time to do it safely
Wiring warnings
Faulty wiring and other electrical problems cause many home fires each
year - some of them resulting in death or injury. These are signs of
electrical hazards:
• Flickering lights
• Hot electrical outlets
• The smell of electrical insulation burning
• Repeated tripping of a circuit breaker indicating the circuit is
overloaded
• Loose connections such as outlets into which plugs do not fit snugly
• Defective, damaged or worn plugs, extension cords and lights.
• Extension cords running under carpets and rugs where they can
overheat and become damaged.
The Nuclear Fuel Cycle and Cameco‟s Businesses
Cameco Vision
To be a dominant nuclear energy
company producing uranium fuel and
generating clean electricity
Our Values
● Safety and Environment
● People
● Integrity
● Excellence
Our Measures of Success
● A safe, healthy and rewarding
workplace
● A clean environment
● Supportive communities
● Outstanding financial performance
Fuel Services Division
Blind River refinery Port Hope conversion facility
Cameco Fuel Manufacturing
Port Hope Conversion Facility
● Cameco‟s UF6 conversion facility is one of only two such plants in
North America, and one of only four in the western world
UF6
UO2
Conversion Facility Production
UF6 Production
● Converts UO3 from Blind River to UF6 for enrichment and
light-water power reactor use outside Canada
● Licensed to convert 12.5 M kg of uranium into UF6 per year,
all for export
● One UF6 cylinder provides enough fuel to power a city of
90,000 people for one year
UO2 Production
● Western world's only commercial supplier of natural uranium dioxide (UO2) conversion services needed to produce fuel for CANDU nuclear reactors
● Licensed to produce 2.8 M kg of UO2 per year and runs 24 hour/3-5 day campaigns
● Provides the uranium products used to fuel approx. 50% of all power generated in Ontario, 15% of all in Canada
● Customers in Canada, US, Korea and Japan
Cameco Fuel Manufacturing Fuel Supply
● Canada
– Ontario Power Generation
– New Brunswick Power
– Bruce Power
– Hydro-Quebec
● China
● South Korea
● Romania
● Argentina
CFM today ● CANDU Reactor Fuel
– over 1,500,000 CANDU fuel
bundles produced at the Port
Hope facility
– current fuel supply to Bruce
Power and Hydro-Quebec
● Reactor Components
– CFM manufactures more
components for use within the
CANDU reactor than any
other company in the world
● Quality Assurance
– ISO 9001:2008
– CSA Z299.1-85
– 10CFR50 Appendix B
– N285.0 / ASME Section III /
NQA-1
CFM Manufacturing Process
CFM Transformation to Manufacturing Excellence
● Why Change? CFM has been in operation since the 1950‟s
producing a stable product in a stable market.
● Early 2009 – CFM at a critical juncture
– Increasing stakeholder expectations
Regulators
Customers
Shareholders
– Loss of focus in core operations
– New management team – lots of energy; no baggage
Lean tools were the obvious choice.
CFM Manufacturing Excellence Program
● Basis is lean manufacturing – principles and tools
– Start with the customer
Start any improvement with the customer in mind
(external and internal)
– Focus on Waste elimination
Systemically identify and eliminate waste (or non-value
adding activities that the customer will not pay for)
The Zen of Lean (taken from “The Lean Manager”)
– “When you first study lean, it‟s all about the tools. Which is fair
enough because you‟ve got to get into the problem somehow.
Then, when you‟ve studied lean for years, you realize that it‟s not
about the tools, but about “management attitude.”
– “… but then when you finally get it, you realize it‟s all about the
tools in the end. Not the tools in themselves, but how you apply the
tools to get results.”
CFM Manufacturing Excellence Program
● Not a sprint to the finish:
– Multi-faceted
– Multi year
● Culture change effort
● Bias towards results
– Alignment and Communication
– Problem Solving and Focused Improvement
– Better data; better decisions
– 5S and workplace organization
– Two Key Pillars: People development AND Business
Process Improvement
Leadership Commitment
Align the Organization
Corporate Objectives
Site Objectives
Individual Objectives
Key Performance Indicators
Turning the Organization Upside Down
Managers
Supervisors & Support
Operators
Managers
Operators
Who has to change the most?
Supervisors & Support
First who, then what…
● Focusing on the “improvement layer”
– Several changes made to ensure that leadership, focus and skill sets are
appropriate for accelerating our rate of improvement
● Maintenance:
– Appointment of two full time maintenance planners
– Additional temporary resources to transition data into SAP
● Operations:
– Appointment of two full time Manufacturing Excellence coordinators to
help steer the change effort
● Reactor Components
– Separated resources away from dual roles and created financial
accountability for each project on its own.
People Before Parts
● All senior managers read and
participated in chapter by
chapter review/discussion in
2010.
● Concepts revisited for 2011
objectives setting
● „Book Club‟ approach repeated
with all supervisory staff in 2011.
● All Supervisors and Managers
enrolled in SME Lean Bronze
Certification program for 2014
completion. Support provided
through:
– „Book club‟ sessions
– In-class training
Manufacturing Excellence has two main objectives
Stabilize
Throughput
Improve
Customer
Confidence
Top Level KPIs
Good Bundles per day (PH)
Good Tubes per day (CB)
Top Level KPIs
First Time Yield - Bundles (PH)
First Time Yield -Tubes (CB)
Internally Focused
Improved cost
and level of
engagement
Externally Focused
Improved quality
and process
consistency
Improve
Throughput
Improve
Customer
Confidence
Reduce
Unplanned
Downtime
Reduce defect
levels and
process
variability
Make the
organization
more effective
Strengthen
Quality
Management
Systems
Understand manufacturing
process constraints; baseline OEE
for each process area
Establish & track downtime and
defect codes for each process
area
Establish effective equipment
maintenance program
Deploy process improvement
teams
Define next generation system for
shop floor data management
Manufacturing Excellence - Overview
Strategies Initiatives Objectives
Improve
Throughput
Improve
Customer
Confidence
Reduce
Unplanned
Downtime
Make the
organization
more effective
Reduce defect
levels and
process
variability
Strengthen
Quality
Management
Systems
Implement lean toolbox and conduct
lean principles training
Establish effective top-down and
bottom-up communications
mechanisms
Build supervisor capabilities and
effectiveness
Elevate operator, maintenance and
process analyst capabilities
Improve Root Cause Analysis
capabilities
Design next generation shop
scheduling protocols (pull based)
Improve tracking and communication
of cost drivers
Manufacturing Excellence Overview
Strategies Initiatives Objectives
Improve
Throughput
Improve
Customer
Confidence
Reduce
Unplanned
Downtime
Make the
organization
more effective
Reduce defect
levels and
process
variability
Strengthen
Quality
Management
Systems
Standardize Defect database and
pareto causes
Strengthen Corrective Action
process; implement CIRS
Establish Phase 1 of electronic
document management
Begin structuring an IMS that ties
together CSA Z299 ,ISO 9001,
14001 and 18001
Jointly develop and deploy a set
of supplier performance
measurement KPIs
Manufacturing Excellence Overview
Strategies Initiatives Objectives
Visibility = Accountability
CFM PLT System – Operator Screen
Establishing a Maintenance Program Major Accomplishments and Milestones
Establish
organization
Establish logical
hierarchy for
assets
Identify all
assets
Added two
maintenance
planning
positions
Prior to identification:
PH-517, CB-256; Total- 773
After walk-downs:
PH-719, CB-657; Total- 1378
Identify critical
asset
information
Establish
equipment
significance
(high, medium,
low)
Load all
equipment data
into system
(MP2, now SAP)
Evaluate quality
of existing PM
procedures for
assets
More than 50%
missing or
incomplete
Establish all
business processes
for the Maintenance
program
Establish
appropriate PM
instructions for
all assets
Establish spares
and inventory
management
program
Train and deploy
Complete In Process or
planned
Workplace organization – lead by example
● Initiative kicked-off in 2010, using offices and shared spaces
– Training Courses Developed
– Managers, supervisors, production support staff
– Built into site objectives and each employee‟s performance
objectives
● Rationale: shop floor buy-in created by walking the talk
● Several lab areas were the next focus
● Selected shop floor areas chosen as focused improvement events
were undertaken
– UT area in Cobourg underwent significant changes to support
standardized work and waste elimination/ identification
● “Sustain” Audits of office areas continue.
Office standards and self-audit tracking sheets
Supervisor Standardized Work
● Weekly Checksheet
– Divided into Start of Shift, Daily, End of Shift and Weekly Tasks.
– Form is submitted to co-ordinator / manager at week‟s end for quality
check.
– KPI tracked monthly for completion of forms
Bundle Manufacturing Next Generation Technology
● Extensive automation of bundle assembly processes
– Pellet loading through final inspection
● Most significant investment in the facility in decades
Loading
Kitting Weld Prep
WIP WIP
WIP WIP WIP
E C W E P W Inspect Pack
FG
Current
Process
Weld Prep
WIP WIP
Loading ECW EPW Kitting Inspect Pack
Future
Process
Operations Improvement Landscape
• Highlight & contain major
issues and barriers to
success
• Build consistency (people &
process)
• Begin eliminating problems
• Begin managing
performance
STABILIZE
STANDARDIZE
OPTIMIZE
• All operations have clear,
repeatable standardized
work
• Build capability & skills
• Maintain & improve levels of
consistency
• Drive performance
improvement through
effective performance
management
• Continually improve process
efficiency and effectiveness
• Build flexibility (people & process)
• Develop continuous improvement
mindset
• Determine next level of
performance improvement
• Drive performance using stretch
goals & objectives
Perf
orm
ance
Time
Operational Reliability at
Port Hope Conversion Facility
Operational Reliability
● Assessment (gap analysis) in 2008
● Program started in fall 2010. Still on-going.
● Objective
– Put in place processes, people, procedures and
culture to enable the Port Hope facility to
1. Enable consistent production at the designated
license capacity
2. Attain greater efficiencies in order to achieve
reduced unit manufacturing costs regardless of
annual budgeted volume
2008 LCE Assessment Findings for Port Hope
MATERIALS
MANAGEMENT
PREVENTIVE /
PREDICTIVE
MAINTENANCE
SCHEDULING &
COORDINATIONWORK CONTROL
PROCESSES
FACILITIES &
EQUIPMENTWORK MEASUREMENTWORK PLANNINGTRAINING
ORGANIZATIONAL
STRUCTURESUPERVISIONEAMS
OPTIMIZATION
MANAGEMENT
REPORTING
BUDGETING & COST
CONTROL
CONFIGURATION
MANAGEMENT
EQUIPMENT
HISTORYAUDITSRELIABILITY ENGINEERING
SUSTAINABILITY
OPERATOR CARE PROCUREMENTEQUIPMENT & PROCESS
DESIGN
MANAGEMENT COMMITMENTPLANT PARTNERSHIPS
PRINCIPLES
ORGANIZATIONAL
BEHAVIORMASTER PLANOBJECTIVES & GOALSGOVERNING PRINCIPLESSTATUS ASSESSMENT
CULTURE
PERFORMANCE
MANAGEMENT
LOSS ELIMINATION
Reactive
0.000 to 0.399
Reactive
0.000 to 0.399
Emerging
0.400 to 0.549
Emerging
0.400 to 0.549
Proactive
0.550 to 0.749
Proactive
0.550 to 0.749
Excellence
0.750 to 1.000
Excellence
0.750 to 1.000
.313
Assessment opportunity themes
● Lack of an overall plan (looking forward)
● Ineffective communication
– Silos between Operations, Maintenance, & Engineering
● Lack of clear and/or embraced work processes
● Lack of clear roles, responsibilities and accountabilities
● Lack of effective metrics/KPIs (Key Performance Indicators)
● Low employee involvement and/or engagement
● Not operating reliably (fire fighting/reactive environment)
– High operating costs due to lack of reliability
– Won‟t meet future demands
– Lack of regulator and public confidence
● Partner with proven specialists - LCE
● Cameco „owned‟ project –
– Employ in-house resources for majority of work
– Drives ownership & accountability
● Create four main focus groups (teams)
● Supplementary special teams
– Reliability Action team (Quick Wins)
– RBAM (Risk Based Asset Management – LCE SMEs)
– HR/Culture change management team
● Site Steering Team
– Leadership, engagement, sponsorship, review, approval, & direction when required
● Corporate Support Team
– Removing corporate roadblocks, direction when required
Project Methodology
Key Activities for Focus Teams
● Team charters with scope
● „As-Is‟ process definition, review, and critique
● „To-Be‟ process definition
● Performance metrics definition and implementation
● Training development and implementation
● Communication and Engagement activities
● Work Identification (notifications)
● Planning of work operations and tasks
● Acquisitioning (ordering, reserving) of parts, materials,
and services
● Scheduling of work (weekly, daily)
● Staging of parts at job site
● Permitting (clearances)
● Execution of work
● Feedback and close-out
Focus Team Spotlight
● Material Master processes (new, change/delete)
● Purchasing of parts, materials, and services
● Receiving of parts and materials
● Inspection of parts
● Issuing parts and materials
● Kitting of parts
● Repair and replace processes
● Returning to inventory and/or vendor
● Obsolescence program (Inventory Reduction)
Focus Team Spotlight
● Asset (equipment) importance ranking
● Asset identification, entry and management in SAP
● Asset control strategies
– Maintenance strategy
– Operating strategy
● Root-Cause analysis (RCA) of equipment failures
● PM (Preventive Maintenance) Optimisation
● Failure prevention
● Loss elimination
Focus Team Spotlight
● Operator Care Rounds (Health monitoring)
● Production loss tracking (accounting)
● Production loss action log
● 5S support
Focus Team Spotlight
RBAM Activities
Asset (Equipment) Importance Ranking completed
EAM/CMMS asset hierarchy
review & clean-up completed
Regulatory PM Review completed
Simplified FMEAs completed
White Paper Fair 2011
Work Management: Planning & Scheduling
●Standardized processes and tools for planners
●Performance indicators
●Improved efficiency
●Better work quality
Materials Management: Kitting
●Parts prepared for tradespeople
●Reduced time spent getting parts
●Reduced time spent looking for lost parts.
●Just in time delivery
Production Loss Tracking
●Now running in all 4 areas of UF6 plant.
●Large TV screen in control room provides visibility to all who enter.
●Now part of morning meeting.
Production Loss Tracking in Action
New
monitor
Production Loss Tracking in Action
Production AreaFrom: 11 10 01
To: 11 10 31
Pareto Chart
Results Table
Hour %
1 9.0 26% 26%
2 9.0 26% 53%
3 5.0 15% 68%
4 3.0 9% 76%
5 3.0 9% 85%
6 2.0 6% 91%
7 2.0 6% 97%
8 1.0 3% 100%
9 0.0 0% 100%
10 0.0 0% 100%
Others 0.0
Total (all events) 34.0
UF6
Rank Equipment Number & Description Primary CauseProduction Loss
402GD002 - Disperser
402JD019 - Feed Screw Conveyor
402GD014 - Disperser
402GD005 - Disperser
402JD015 - Feed Screw Conveyor
402JD017 - Disperser
402FE007 - Feed Hopper & Dust Line
403EA004 - Cold Trap
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
5
6
7
8
9
10
Do
wn
tim
e (
ho
ur)
●Recommended actions developed for Top 3 issues for each process area.
8:00 11:00 14:00 17:00
Task MIN MAX Units 20:00 23:00 2:00 5:00
H2 Room
VISUAL inspection of H2 room & mezzanine
H2 Blowers STATUS: On Std By Maint. On Std By Maint.
301GB01
301GB02
CHECK status of switches & valve position (OPEN / CLOSED)
INSPECT belt condition, unusual noise (whine or squealing)
CHECK VFD for errors (fault lights, or flashing)
H2 Filter STATUS: On Std By Purge Air Dry Maint. On Std By Purge Air Dry Maint.
301FD03
301FD04
301FD07
CHECK valve position (ON – online) (OFF – offline)
CHECK differential pressure 0.5 8 kPa
VERIFY ON line and OFF line Header. (North or South)
VERIFY rupture disks - one ON-LINE, other carseal CLOSED
CHECK H2 Scrub: level, KOH, N2, Flush seal pot, pH, water flow
H2 Scrubber pumps STATUS: On Std By On Std By
INSPECT pump 401GA22 / piping
INSPECT pump 401GA17 / piping (typically on standby)
CHECK Rectifier cooling water Outlet water TEMP n/a 37 C
Rectifier cooling water pumps STATUS: On Std By Maint. On Std By Maint.
* 502GA03
* 502GA04
CHECK Rectifier Tank Level (502FB02) - Target 75% 45 90 %
VERIFY strainers using temperature gauge 37 C
CHECK MCC's for equipment modicon bypass
Heat exchangers STATUS: On Std By Maint. Leaks On Std By Maint. Leaks
502EA01
502EA02
* VERIFY that HF & N2 line purging is NOT OPEN at same time
CHECK HF purge meters & HF piping joints
VERIFY F2 & H2 valves positions
INSPECT cells for leaks/water/electrolyte/growth
ENSURE purge valves into cell are CLOSED
LISTEN for sounds (cracking/pinging) & ODOURS of HF or F2
imp
ort
an
t
Operator Care Checklist
Cell Room
Document #
Corrective Action / Comments
Revision #: 0
Limits
firs
t ro
un
d
last ro
un
d
firs
t ro
un
d
last ro
un
d
firs
t ro
un
d
first ro
und
last ro
und
Second Floor Cell Room
last ro
un
d
firs
t ro
un
d
last ro
un
d
Process Implementation Tracker
Port Hope - Process Implementation Tracker
17-Oct-12
UF6 UO2Power
House
Work Management (WM)
1 2 2 2
2 2 2 2
3 2 2 2
4 2 2 2
5 3 3 3
6 3 3 3
7 3 3 3
8 3 3 3
9 2 2 2
10 2 2 2
40% 40% 40%
Reliability Engineering (RE)
1 3 3 3
2 3 3 3
3 2 2 2
4 2 2 2
5 2 2 2
6 2 2 2
7 3 3 3
8 2 2 2
9 3 3 3
44% 44% 44%
Asset Revision
Daily Work Scheduling
Procedure Content Review
% Complete (Green Status)
Asset Maintenance Strategy Development
Planned Work Approval
Unplanned Work Execution
Work Planning
Work Scheduling
Loss Elimination Process
Asset Enrty Process
Asset Importance Ranking
Asset Control Strategy Development
Work Order Close Out
Asset Operating Strategy
% Complete (Green Status)
MP Optimization Process
Work Identification Process
Planned Work Execution
Job Plan / Task List
Labour EstimatingTraining has started but not all personnel have been trained on new
processes OR Training not yet initiated
All personnel in the area have been trained on the new processes.
Processes have been implemented across the area
Audit Indicates ~50% compliance to processes
All personnel in the area have been trained on the new processes.
Processes have been implemented across the area
Audit indicates ~85% compliance to processes
AND KPI's are being observed to validate the new processes
All Traiing complete
Audit indicates ~95% compliance to processes
KPIs are in use for these processes
Training plans are integrated with SOPs for future employees
Weekly KPI Dashboard
36 37 38 39 40 41
'12/Sep/02 '12/Sep/09 '12/Sep/16 '12/Sep/23 '12/Sep/30 '12/Oct/07
Performance Indicator UoM Target '12/Sep/08 '12/Sep/15 '12/Sep/22 '12/Sep/29 '12/Oct/06 '12/Oct/13
Plant Performance
UF6 OEE % 67% n/a 10% 35% 64% 61% 71% 48%
UF6 Uptime % 95% 0% 53% 73% 98% 95% 99% 70%
UF6 Rate % 70% 0% 19% 48% 65% 65% 72% 45%
UF6 Weekly Production tU 206 0 31 109 198 189 220 125
UF6 Quality % 99.9% n/a 99.9% 99.9% 99.9% 99.9% 99.9% 99.9%
Operations Improvement
UF6 Oper Rounds Compliance % 85% 100% 99% 100% 100% 100% 100% 100%
UF6 PM Compliance % 85% n/a n/a 36% 100% 100% 50% 72%
Work Management
Emergency/Unplanned Work % 15% 21% 27% 23% 19% 22% 23% 23%
Maint. Schedule Compliance % 85% 82% 78% 89% 90% 88% 91% 86%
UF6 Mech Crew % 85% 91% 78% 84% 84% 89% 91% 86%
Central Mech (UO2) Crew % 85% 79% 45% 77% 84% 84% 93% 77%
E&I Crew % 85% 79% 94% 97% 98% 90% 90% 91%
Maint. PM Compliance % 85% 82% 88% 92% 89% 87% 82% 87%
UF6 Mech Crew % 85% 91% 90% 54% 50% 100% 63% 75%
Central Mech (UO2) Crew % 85% 72% 95% 99% 86% 89% 75% 86%
E&I Crew % 85% 58% 77% 92% 100% 100% 97% 87%
Maint. Backlog - Total wks 8.0 7.8 7.8 8.0 8.0 8.1 8.1 8.0
'Ready' Backlog wks 4.0 3.9 3.9 4.5 4.5 4.3 4.3 4.2
Materials Management
Stock Outs # 0 0 0 3 0 0 3 1.0
Kitting Issues (problems reported) # 0 0 0 0 0 0 0 0.0
6-wk
Trend
1-wk
Chg
6-wk
Avg
PHCF WEEKLY ROLLING DASHBOARDAs of October 17, 2012
Cal Week # / Week Beginning & Ending
Crew-specific KPI boards
Change Management
● Communication & Engagement
Updates in bi-weekly supervisory bulletins
PIE quizzes issued
Communication blitzes conducted.
Several change management assessments conducted (ADKAR)
Change management meetings with supervisors
Communication boards refreshed every 3 weeks
White Paper Fair
● Partnership Agreements
● UF6 Production & Maintenance partnership agreement
● UF6 Production & Tech Services partnership agreement
● Maintenance & Engineering partnership agreement
Communication Boards
Communication Boards in the field
Summary
● Major initiative for Port Hope Conversion Facility
● Employee owned – through participation
● Unsuccessful without senior management support
● Change management strategies imperative
– Establish the „why‟
– Communicate early and often
Blitzes, bulletin boards, meetings, etc.
– Coaching and auditing for sustainment
● What gets measured gets managed
● Not a „project‟ but a never ending journey
– Many continuous improvement opportunities being
discovered as processes are put through their paces
Questions?
