ITER Is it a model for International Scientific Cooperation?

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ITER Construction Site

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Conditions for SuccessAssumed conditions• Complete or nearly complete design

• Strong systems engineering with agreed comprehensive requirements

• Experienced organization(s) with systems and plans in place to manage the organization(s) and the project

• Costs and schedules backed by industrial input

• Someone in overall charge

“Real” conditions• Few or None of the above

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Questions to be Answered

•Have the delays and cost growth been caused by • an inappropriately conceived model for international cooperation?

• other causes?

• Both?

•What is being done to correct the problems?

•Will those corrections prove to be successful?

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In-Kind Contributions by Members

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Organizational Difficulties• Division of the work between the various Members and the role of the

Central Team would entail “ normal” difficulties• design far from complete, with missing items, and inadequate interfaces exacerbated

the situation, • caused the Central Team to do more than serve as the integrator

• Central Team had to simultaneously create from scratch• all processes, procedures (e.g. HR, Financial, etc.) normal in any functioning

organization,• project management systems and tools

• Problem of creating organization from scratch not limited to Central Team• Organizations created from scratch lack

• Organization culture (i.e. individuals rather than an organization)• Project Culture (Oblivious to cost and schedule)• Nuclear Safety Culture

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Causes of schedule delays and costs increases• Inefficiencies of organizations set up from scratch

• Completion of design• Resolution of interfaces among multiple Members take longer and cost more than

internal interfaces – approximate rule of thumb: normal duration and cost times square root of number of Members

• Division of responsibility for same component to different Members, caused different solutions proposed by Members to be revisited – i.e. the search for the “perfect” design

• Designs done without the benefit of industry had to be redone once industry (constructors, fabricators) weighed in

• Failure to identify all requirements (poor systems engineering)with consequent last minute design changes

• Explosion in commodities, material prices in early period of ITER was unexpected

• Management Difficulties

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JIA Implementation Difficulties• Director-General is responsible for “everything” but does not have the

power to control the work assigned to the Domestic Agencies (DAs).

• Until now there is not an effective operational management structure enabling the Central Team and the DAs to arbitrate disputes.

• The project is therefore not really managed but is a loose collaboration of competing, yet cooperating interests.

• Any DA can effectively block a decision reached by the DG related to that DA’s hardware.

• Since funds are not controlled by the central organization, but effectively by the DAs, almost any change causes a squabble as to who is responsible to pay. Decision take months or years to conclude.

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Is the ITER Governance Model the “Wrong Model?

• Are contributions in-kind the wrong approach to take?

Not really!!

• There are lessons to be learned

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Lesson to be Learned

• Establish either the total project (ideally), or its central integrating organization where the infrastructure to support the project already exists, instead of having to be created from scratch.

• Complete the design to a level in which one can have high confidence that the division of work to the Members does not cause unexpected interfaces due to many changes.

• Complete the system-level design such that system specifications and interfaces are correctly defined.

• Involve industry in the review of the design to ensure it can be constructed/fabricated as designed, and in estimates of the costs before establishing the overall budget for the project.

• Have an overall execution plan based on a top-down objective to complete the work backed by a bottom-up summary of a sufficiently detailed schedule of all of the activities.• Consistency of scope, schedule and cost

• Give the authority to the Director-General to be either in charge or to influence/the activities of the Domestic Agencies, and provide him with a budget which is equal to that task.

• Assign personnel to the central team based on “most competent for the position” and not based on a quota determined by the shares of the various Members.

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What is being done to correct ITER?

• A very experienced new Director-General (DG) was appointed on March 5. With approval of the Council he has instituted a number of drastic changes, but still within the governance of the ITER Agreement (JIA).

• The project is now being run by him, but through an integrated team of the reorganized and streamlined Central Team and the Domestic Agencies, which enables the DG to have effective control of the entire project and not just the central organization.

• To facilitate the timely approval of necessary changes needed from the original technical specifications, the Council has approved combining all reserves and the DG has been given authority to draw from the reserves in the interest of the global project.

• With the exception to three positions (including the DG one), reassignment of personnel within the central organization, as well as hiring and dismissal will be controlled by the DG.

• An overall integrated and jointly developed schedule which plans the overall project activities to completion of construction, First Plasma and DT operation is being developed and will be available to become the baseline for the project by November of this year.

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Will changes be effective?

• Time will tell

• Positive effect on morale of organization are already evident

• Progress is being made on all fronts

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Toroidal Field conductor is in production around the world

• Sample toroidal field (TF) conductor has been produced by the six responsible Domestic Agencies

• Japan has completed production

• Russia will complete production in March 2015

• US will complete fabrication in 2016

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TF manufacturing processes have been proven in Europe

Europe has completed manufacture of all of its strand for the toroidal field coil conductor.

Extraction of toroidal field conductor from heat treatment furnace.Photo: F4E

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Machining of TF radial plates successfully completed

The first radial plate during final machining. Photo: F4E

Two pre-machined toroidal field radial plates

ready for electron beam welding. Photo: F4E

Close-up view of a pre-machined

radial plate. Photo: F4E

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Winding technology established and manufacture of TF coils is well underway in Japan

• JA-DA have demonstrated

winding technology for TF Coils

using dummy conductors

• Production winding has started

with 7 double pancakes

completed

• Other JA-DA development activities:

• TF coil structures

• Diverter plasma-facing unit

• Remote handling technology for

ITER blanket

• Diagnostics

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Vacuum vessel fabrication is progressing well in Korea

Manufacturing of vacuum vessel sector 6 is ongoing at HHI of Korea.

◄ Completion of

welding of

inter-modular

and centering

keys of inner

shell of upper

segment (PS2)

PS2 PS4

PS3 PS1

◄ Completion of

forming of inner

shell and machining

of diverter rail, port

stub corner, 4-pipe

& IVV penetration of

lower segment (PS4)

◄ Start welding

after inner and

outer jigs for

inner shell of

equatorial

segment (PS3)

◄ Completion of

inner and outer jigs

for welding after

forming of inner

shell of inboard

segment (PS1)

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The SPIDER neutral beam dump

component was delivered to the

PRIMA neutral beam test bed in

Padua, Italy. Photo: ITER Organization

Cryostat base fabrication at Larsen & Toubro in Hazira, India

(December 2014). Photo: ITER India

Cryostat base and neutral beam dump components have been fabricated in India

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Central Solenoid modules fabrication preparation is well underway

Central solenoid fabrication facility ramping

up at General Atomics in Poway, California

• 5 of 11 tooling stations in place

• 2 of 11 tooling stations in operation

• Mock-up coil winding completed

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Central Solenoid mock-up coil winding successfully completed

Winding of the first production

module will begin in March 2015.Photos: GA

Completed mock-up hexapancake.

Winding of the mock-up hexapancake.

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Tokamak Cooling Water System (TCWS) design being optimized

• Nuclear system – safety class for

confinement of radioactive water

• Arrangement between US & IO in place

to optimize design & schedule

• Total installed heat removal capacity:

1,000 MW (thermal)

• 100+ major industrial pieces of

equipment operating

• 400°C design temperature (gas)

• Design pressure of 5 Mpa

(water @ 240°C)

• Max coolant operating temperature:

125°C (plasma), 240°C (baking),

350°C (gas baking)

• Radioactive water storage capacity:

over 1,000,000 LDrain tanks

Piping – water

distribution system

Heat exchangers

and pumps

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First two drain tanks shipped to the IO

All (5) drain tanks

scheduled to be delivered

by April 2015

First shipment of two TCWS

drain tanks loaded onboard

the BBC ZARATE vessel

March 17, 2015

• Scheduled to arrive Port of

Marseille 1st week of April

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Steady state electrical network is in the manufacture and delivery stage

Provides power to all steady state loads of the

ITER facility including Tokamak Cooling Water

System (largest load) and Cryoplant

Total load ~ 120 MW during plasma operations

Input power received from 400kV French grid

and distributed throughout ITER facility at 22kV

Individual loads are fed via local power centers

at 6.6kV and 400V

All equipment must comply with International

Electrotechnical Commission (IEC) standards

and be compatible with 50Hz operation

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US delivered the first “highly exceptional load” to ITER site

The main body of a HV substation transformer being unloaded at Fos-sur-Mer,

France. The transformer was delivered to the ITER site on January 14, 2015Photo: ITER Organization

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