PREFACE

In the light of practical aspects of Electrical Engineering, being a student of IV year I have to undergo practical training of fifteen days. The object of practical training in Engineering course is to correlate the theory with the practical aspects and to make student familiar with practical difficulties which arise during working period so that they can face challenges boldly while working in the field and learn from the difficulties. While making this training report, every care has been taken to avoid any mistake but if any error encounters then please excuse me for that. In short I hope to provide enough sight of 15 days of my training period through this report.

SAYYED SADIQ ALI B.E. IV YEAR ELECTRICAL & ELCTRONICS

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

ACKNOWLEDGEMENT
This vocational training report bears the important contribution by many peoples and it becomes my pleasant duty to express my heartiest gratitude towards them. I am deeply obliged by Mr. R.K.SHARMA (Vocational Training Coordinator) for his encouragement and kind support for this report and through out the course. I would like to express my sincere gratitude to all the faculty member of electrical department specially Mr. M.K.SALVI for his kind teaching and support, without that I was incapable to bring this report in front of you in this manner. I really want to convey my sincere thanks to Mr. S.ANWAR TARIQ for his kind support. I would also convey a code of thanks heartily to all my friends & colleagues who have given me their kind support. And at last but not least I intimate to God and my family to whom I am indebted.

SAYYED SADIQ ALI B.E. IV YEAR ELECTRICAL & ELECTRONICS

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

CONTENTS

page no.
ABSTRACT 1. INTRODUCTION 4 5

2. CASE STUDY

3. POLICY MAKING AND PLANNING

4. EFFECTIVE SUPERVISION AND SITE ACCESS CONTROL

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5. SAFETY GADGETS

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DEPARTMENT OF ELECTRICAL AND ELECTRONICS

ABSTRACT
The objective of this report is to discuss the elements necessary in a corporate and plant organization in order to achieve good control of plant activities with respect to nuclear safety. The importance of policy making, supporting and reviewing functions in the corporate structure, with clear delineation of responsibilities between the plant and corporate organization, is emphasized. At the plant management level, the importance of setting goals and objectives based on the corporate policy and effectively using these goals and objectives is discussed. The required elements of an organizational structure are identified. A case study Is given through which we can conclude the importance of safety measures should be taken while working in nuclear power plant also the significance of safety policy and hazardous results of neglecting the quality check Is shown.

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

CHAPTER 1

INTRODUCTION
There are many different organizational structures used to operate nuclear power plants. The specific structure used will depend on the culture of the organization and on the degree of responsibility and accountability exercised by the central corporate structure, as compared to the plant management. Additionally, when the corporate Leadership is changed, this frequently results in a change in the organization. There is the endless and probably irresolvable debate on whether to centralize, or decentralizing. Successive leaderships tend to swing first one way then the other as advantages and disadvant2ges of each option come into focus. Optimizing the organizational structure is only part of the requirement to ensure that the organization is effective. Another very important part is to ensure that the right people are in the right jobs, One will not work well without the other. The safe and efficient operation of a nuclear power plant requires the establishment of the general policy of the operating organization, the setting of management objectives and goals, trending and analyzing the degree to which these goals and objectives are achieved and taking subsequent corrective actions where goals are not met. The provision of appropriate financial, technical, material and human resources to achieve the goals is also essential. The organization and administration are the means by which policies are decided, objectives set and appropriate resources provided, controlled and reviewed. The structure of the operating organization and station organization, as well as the allocation of responsibilities and the delegation of authority within these organizations is important, The Quality Assurance programmes, the regulatory interface, industrial safety, fire protection, physical protection and plant security, and document control are all part of effective control of plant activities. Each of these programmes assists the management in administering or monitoring the operation of a nuclear power plant.

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

CHAPTER 2

CASE STUDY
During the period of my vocational training an accident occurred. It was the day of hot conditioning in the newly made plant, a group of three scientist were working there but because of lack of quality check also due to lack of safety measures taken, an accident happened. A valve through which hot pressurized steam travels leaked and lead those scientist near about casualty. They referred to Kota hospital. Now if we see this seen from another angle then we will see that this accident could not be happened if safety measures were taken like: If scientists were wearing fire suites. If quality checks were taken carefully. If master slave robots went at the site before the scientists.

I am trying here to simulate the conditions occurred there in the form of a dig.

From the dig. It is clear that due to lake of quality check the steam leaked from the pipe line and lead to the accident. If we talk about a big accident then it may be originate from a small carelessness. So to avoid these conditions we must make a particular policy and plane also the action should be taken by considering all the points.

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

CHAPTER 3

POLICY MAKING AND PLANNING

The size and structure of the operating organization will vary and so will the extent to which services are provided on or off the site and from within or outside the organization. Irrespective of these variations, a documented organizational structure should be established with clearly defined functional responsibilities. Adequate and timely services and facilities should be made available to the site/plant manager for the safe and efficient operation of the nuclear power plant. In examining the structure of the operating organization and its relationship with the site/plant management, consideration should be given to management functions in the following areas: Policy making functions involve setting management objectives, defining nuclear safety and quality policy, deciding on the allocation of finances, providing material and human resources, approving the contents of management programmes, setting policies on drug and alcohol use, and providing an overview to make the necessary changes to any of these items on the basis of information on the overall performance in achieving the objectives. Operating functions involve executive decision making and support actions for operation of a nuclear power plant, both during normal operation and during emergencies Supporting functions relate to the provision of technical and administrative services and facilities required to perform the operating functions both from onsite and off-site organizations. Policy making functions should effectively set management objectives, decide resource allocations, approve management programmes, communicate high ethical standards and ensure that safety issues receive appropriate attention and priority, i.e. the existence of a high level of safety culture. There should be a clear statement of quality and nuclear safety policy confirming managements commitment to quality and nuclear safety. A clear written policy on drug and alcohol use also should be available to all employees, contractors and visitors and implemented. The Quality Policy Statement should deal with: individual responsibility for quality of performance. accountability for results achieved. the quality assurance programme as a task to assist management in promoting and assessing quality in operation. worker responsibility for reporting conditions adverse to quality. periodic assessments and reviews to evaluate the effectiveness of the quality systems implementation. DEPARTMENT OF ELECTRICAL AND ELECTRONICS 7

The Nuclear Safety Policy should: declare a commitment to excellent performance in all activities important to the safety of the nuclear power plants. emphasize that nuclear plant safety has the utmost priority. state that nuclear plant safety overrides if necessary the demands of production or project schedules. be provided to all members of the staff in the organization for their guidance. be clearly understood by all staff members. be declared to the public as one of the objectives of the corporate organization. Executive functions should support the safe and efficient operation of the plant and the development of performance indicators to allow a concise overview of plant performance. Annual goals and objectives should be formulated for all areas of plant operations and support, including emergency preparedness, and should be communicated to site personnel possibly using performance indicators for measurable goals. Specified levels of delegated authority related to assigned responsibilities and the promotion of strong lateral and vertical communications to encourage overall team work are required. The executive functional responsibilities for the formulation of programmes, supply of human resources for direct plant operations, accident management and the fostering of good lateral and vertical communications between line and staff organizations in the area of operations and maintenance should be clearly identified In addition the responsibilities of staff sand line organizations need to be clear. When services are provided from outside the operating organization, responsibilities shall be allocated within the organization for specifying, controlling and monitoring those services, to ensure effective co-ordination with the activities of the plant organization without erosion of the responsibilities of site management. The extent to which the services and Facilities are provided on and off the site and from within or outside the operating organization will vary, but the following areas must be adequately covered: Training Radiation Protection Chemistry Emergency Support Services Operational Services and Technical Support Services The operating organization should monitor the plants operating and support functions to evaluate performance against stipulated objectives for the safe operation of the plant, to reveal deviations, deficiencies and equipment failures and to provide feedback for timely corrective actions. The oversight function of a high level multi disciplined safety review committee or adequate professional organization provide a good feedback mechanism to

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

foster a commitment to a strong safety culture. The adequacy of the activities in the following areas is significant: Assessments of subordinate activities by line managers: Personnel performance evaluation programme. Off-hour plant tours. Personnel performance monitoring. Achievement of goals and objectives. Communication of safety policy from the Corporate to the Plant level. Quality assurance: On-site quality assurance and quality control programmes. Equipment and material procurement quality assurance. Independent review. Changes to operating procedures or plant modifications important to safety should be assessed by independent review and/or analysis by Safety committees. A Senior Corporate level Manager should be responsible for Nuclear Safety Policy.

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

CHAPTER 4

EFFECTIVE SUPERVISION AND SITE ACCESS CONTROL

Management and supervisory personnel must monitor station activities, assess the results and identify needed improvements. By leadership and example, they must affirm a high regard for nuclear safety and reliability and promote high standards of performance. This can only be achieved by managers and supervisors being effectively and frequently present in the plant to reinforce desirable behaviour, coach plant personnel and correct behaviour where necessary. The security group must as a major objective provide nuclear security for the protection of the public through prevention or deterrence of intrusion, theft, surface attack and internal or external sabotage of safety related systems and nuclear materials. The security group should have plans and procedures in place to provide industrial security of the owner controlled property in the event of labour problems or civil disturbances through vehicle entrance and exit control, vehicle parking and traffic control and access control. Hardware and software should be maintained as problem free as practical such that protective barriers are continuous and control and monitoring is not dependent on compensatory measures. Access and background screening control should be such that unauthorized access is not possible. A fitness for duty programme should be in place and instructions should be detailed enough that security personnel can easily understand them during off hour times when a 15hr duty situation may arise.

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

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CHAPTER 5

SAFETY GADGETS
Safety gadgets are the roots of nuclear power plant .One should not work in plant without using these gadgets. Ignoring this point may lead to severe accidents like in rawatbhata as explained above. There are lots of safety gadgets available in market, may be some of them are costly but no cost is bigger then the safety of a scientist which is according to me a jewel of INDIA. Here I am giving some options that could be used while working in a nuclear power plant, these are:

Fire suites. Master slave robots.

If humans are going in an area where temperature can be more than normal temperature so they should wear fire suites. Detail of fire proximity suit:

Firefighters training at a U.S. Air Force base in fire proximity suits

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

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A fire proximity suit (also, silvers or silver bunker suit) is a suit designed to protect a firefighter from high temperatures, especially near fires of extreme temperature such as aircraft fires. Fire proximity suits first appeared during the 1930s, and were originally made of asbestos fabric (hence also known as the asbestos suit). Today they are manufactured from vacuum-deposited aluminized materials that reflect the high radiant loads produced by the fire. There are three basic types of these aluminized suits:

Approach suitused for work in the general area of high temperatures such as steel mills and smelting facilities. (Ambient heat protection up to ~200 F (93 C).) Proximity suitused for aircraft rescue and fire fighting (AR-FF) and, in more heavily insulated versions, for kiln work requiring entry into the heated kiln. (Kiln suit ambient protection ~2,000 F (1,093 C) and proximity ambient protection~ 500 F (260 C)) Entry suitused for entry into extreme heat and situations requiring protection from total flame engulfment. Most commonly made of Fyrepel and not aluminized. (Entry suit ambient protection ~1,500 F (816 C) for short duration and prolonged radiant heat up to 2,000 F (1,093 C))

Complete proximity protection requires:

Aluminized hood or helmet cover with neck shroud Aluminized jacket and pants complete with vapor barrier insulated liner Aluminized lined gloves Aluminized AR-FF boots Self-contained breathing apparatus (SCBA) (aluminized covers for air bottles, or suits that cover the air pack are also available)

Serviceable life guideline: Serviceable life is the period of time protective clothing and footwear, which has been properly cared for, can be expected to provide reasonable limited protection. The serviceable life of personal protective equipment is dependent upon the amount and severity of field use and exposure the equipment has experienced. Contributing factors include the durability of the material components selected, storage conditions and the frequency and extent of cleaning and maintenance. Failure to properly care for this equipment will lead to a shortening of the service life. As all of the factors determining service life can vary from one user to another, it is difficult to provide definitive serviceable life schedules. However, the following may be 12

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

used as general guidelines for average serviceable life based on experience, understanding that some gear may last longer and some not as long.

Proximity Turnout Clothing Outer Shells: Thermal Liners: Moisture Barriers: Leather Footwear 2-3 years now, If conditions of a particular site is really severe where no humans can work or there is expectation of conditions to go disastrous like testing or hot conditioning of plant then master slave robots can be applied there. 1-3 years 4-6 years 2-4 years

DEPARTMENT OF ELECTRICAL AND ELECTRONICS

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DEPARTMENT OF ELECTRICAL AND ELECTRONICS

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