Bosch, H.

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H.-S. Bosch Colloquium PPPL, June 23, 2011Lessons learned in the construction of Wendelstein 7-XHans-Stephan Boschfor the Wendelstein 7-X TeamMax-Planck-Institute for Plasma Physics, Greifswald, Germany1-YKC-Y0027.0H.-S. Bosch 2Outline of the talkLessons learned from W7-X• Introduction• Organisation of a big project - lessons learned• Planning aspects - lessons learned• Fabrication of components - leasons learned• Integration - lessons learned• ConclusionsH.-S. Bosch 3W7-X, from theory to realityLessons learned from W7-Xmajor radius 5,5 mminor radius 0,53 mplasma volume 30 m3magnetic field < 3 Trot. transform 5/6 – 5/4non-planar coils 50planar coils 20heating power 15 – 30 MWpulse length 30 minstored energy 600 MJdevice diameter 16 mdevice height 4,5 mdevice mass 725 tcold mass 425 tH.-S. Bosch 4Project historyLessons learned from W7-X1991 EURATOM approval phase 1 19991995 EURATOM approval phase 2 20041996 official project start 20062000 inauguration of new building2002 insolvency Babcock GmbH (coil manufacturer)  external audits of the project 20102003 first restructuring of the project2004 device assembly interrupted due to coil repair 2012 second restructuring of the project 2005 assembly resumedthird restructuring of the project2006 assembly plan revision 2016 counter measure package implemented 20142007 first magnet module completed2009 all magnets manufactured and tested assembly of four magnet modules in progress2011 all magnet modules assembled 2014time lineplanned completion dateH.-S. Bosch 5Lessons learned from W7-X• Introduction• Organisation of a big project - lessons learned• Planning aspects - lessons learned• Fabrication of components - leasons learned• Integration - lessons learned• ConclusionsH.-S. Bosch 6Project organisation – lessons learnedLessons learned from W7-XOrganisation• Clear responsibilities and structures are mandatory• Structures are living and should be adapted to the phase of a project • quick decision making must be secured• Processes have to be reviewed and adapted regularly But: Often not compatible with the institutional realityStrong project planning and coordination• a professional full-time team is required• this team must have a lead function in the projectBut: planning basis is often weak, man power not availableAppropriate infrastructure/tools for the project• QMS (ISO 9001) which defines/monitors the processes within the project• (Electronic) documentation of documents and CAD-models• Clear boundary conditions should be definedalso for the technical level (Handbooks, guidelines e.g. for materials, electronic or IT standards) But: acceptance on the working level (scientists); “additional” effort ProjectCoordinationH.-S. BoschPhysicsT. KlingerBasic DeviceM. WannerW7-XF. WagnerH. BoltAssemblyL. WegenerSystem EngineeringM. Gasparotto1/2004H.-S. Bosch 7Evolution of project structureLessons learned from W7-XProject W7-XT. Klinger     Quality ManagementR. VilbrandtAssoc. Dir. CoordinationH.-S. BoschProject CoordinationH.-S. BoschMagnets and CryostatTh. RummelEngineeringF. SchauerAssemblyL. WegenerPhysicsR. WolfIn-Vessel ComponentsF.HurdDesign and ConfigurationD. HartmannTechnical ServicesR. KrampitzChief EngineerN. N.6/2011H.-S. Bosch 8Change ManagementLessons learned from W7-Xcritical?.criticalChange Management Grouptracks schedule, milestones, due dateroutine?ynyuncritical routinenCCBdecisionW7-X board, expertsdecisionROimplementationASSESSMENTDECISION PROCESSIMPLEMENTATIONCM/ROprepares decisionROprepares decisionResponsible officer (RO)Configuration Management (CM)Quality managementProject ControlDocumentationchange request or non-conformityCHANGE CONTROL BOARDTechnical DirectorAssociate Director CoordinationConfiguration Manager+ (on request)Division HeadsDepartment HeadsExpertsH.-S. Bosch 9Lessons learned from W7-X• Introduction• Organisation of a big project - lessons learned• Planning aspects - lessons learned• Fabrication of components - leasons learned• Integration - lessons learned• ConclusionsH.-S. Bosch 10Project plannning – lessons learnedLessons learned from W7-XRealistic planning of time, budget and staff• typically the estimates are too low ⇒ continuous increases• cost increases and delays damage the relation to funding agencies and to the publicBut: estimates usually are fixed in an early stage: planning not yet detailed enough, little man powerContingencies are neccessary• a reasonable contingency avoids permanent revision of the planning• without contingency, decision-making (work processes) are slowed downBut: in many cases, a contingency is not grantedAppropriate planning and monitoring tools• standard tools of PM must be available from the beginning (PMP, WBS (multi-level), Milestones with trend analyses)• detailed planning of work and finances (integrated planning) • Earned Value ManagementBut: acceptance on the working level has to be enforcedH.-S. Bosch 11Cost evolution of W7-XLessons learned from W7-X02004006008001.0001.2001997 1999 2001 2003 2005 2007 2009 2011Costs in Mill. €Date of the finance plantotal cost investmentsoperationsPlanning until end of 2005/7 2010 2012 (16) 2014 total cost+ 92 %operations+ 150 %investments+ 55 %H.-S. Bosch 12Project contingencyLessons learned from W7-X0,020,040,060,080,0100,0120,0fall 2007 spring 2008 fall 2008 spring 2009 fall 2009 spring 2010 fall 2010 spring 2011cost to completion / riskbudget [Mio. Euro]date of project plancost to completionrisk budget11 % 9,9 %11,7 %8,6 %13,1 %14,7 % 8,5 % 11 %H.-S. Bosch 13Integrated Planning ToolLessons learned from W7-Xcheck +release IIcheck +release Iplanningwork/costscheck +report (WBS MS Project) Project coordinationdivisiondepartmentROdepartmentRO ROROdivisiondepartmentROdepartmentRO ROROproject planManagement Information System = MISused by project coordination, controlling, board, supervisorsconnectorreading and processing datareportingfinancial data (SAP)accountingH.-S. Bosch 14Lessons learned from W7-X• Introduction• Organisation of a big project - lessons learned• Planning aspects - lessons learned• Fabrication of components - leasons learned• Integration - lessons learned• ConclusionsH.-S. Bosch 15Component fabrication– lessons learned  (I)Lessons learned from W7-XComponent design• Design has to be completed (and checked) before tendering• Design changes during the manufacturing have to be avoided • clear specifications have to be providedBut: High time pressure and requirements on the fund flowFabrication skills and capacities• Industry should have proven the skills and know-how• Manufacturing capacities have to be secured• complex consortia can be problematic - clear responsibilities preferredBut: Monopoly situation and competition with other fabrication prioritiesH.-S. Bosch 16Component fabrication– lessons learned  (II)Lessons learned from W7-XTechnical risks during development and fabrication• Transfer of risk to industry is extremely expensive• Risks should be minimized by in-house developmentBut: High work-load in-house ? large, competent team requiredPrototypes, tests and quality assurance• Prototypes should be built when possibIe and affordable• Tests of prototypes and series products is mandatory• QA to be performed by the project team and by external inspectorsBut: see aboveH.-S. Bosch 17W7-X coils – an European consortiumLessons learned from W7-XBNN/ANSALDOconsortium 50 non-planar coilsBNN(Zeitz)Assembly of all coilsÖsterby Gjuteri(Österby)coil casingsABB(Augsburg)winding packsfor 2 coil typesTesla(Storrington)20 planar coilsVAC/EMConsortiumsuperconductorAlu Menziken(Menziken)Al conduitMarti Supratec(Wallisellen)Cable-conditioningBNN(Würzburg)PM/QM and design of 2coil- typesANSALDO(Genua)winding packs for 3 coil-typesVAC(Hanau)50% strandschecksEM(Fornaci di Barga)50% strands, cabling, fin. checksFZK(Karlsruhe)Material testsCEA(Saclay)coil tests at 4 KC-Con(Rottenburg a.d.L.)geometry measurementsPEM(Schwarzenberg)finalmachiningIPP(Greifswald)External inspectorIPP inspectorH.-S. Bosch 18Issues during coil fabricationLessons learned from W7-Xchanges 1. cast steel casing instead of welded coil casing 2. reinforcement of coil connection blocks*3. reinforcement of planar coil casings** after revised structural calculations done at IPPissues 1. deviations and damages of SC strands2. voids in cast steel coil casings3. geometrical deviations in coil casings4. residuals of Cu-SS soldering flux 5. Al and SS welds to be requalified 6. quench detection cable damage 7. insulation faults in the coil header8. danger of shorts in the coil header H.-S. Bosch 19Coil insulation faultsLessons learned from W7-XInsulation tests• 13 kV in vacuum, RT and 4K• also under Paschen-conditions• current monitoring• camera observation of coil headerComplex & risky repair action• 20 non-planar coils with systematic faults• deep excavation of header area • cracks and voids ← charged raisin• repeated Paschen tests• repeated full cold testH.-S. Bosch 20Lessons learned from W7-X• Introduction• Organisation of a big project - lessons learned• Planning aspects - lessons learned• Fabrication of components - leasons learned• Integration - lessons learned• ConclusionsH.-S. Bosch 21Integration– lessons learnedLessons learned from W7-XManagement of surprises• the project must be prepared for surprises• Risk identification and prevention required (mock-ups)• in case of problems, clear procedures have to be available (CCB)But: Work load and (limited) experience of the staff; complex prioritiesTolerances• maximum possible tolerance allowable should be foreseen• Fabrication and operation at the limits is costly and time-consumingBut: Physics requirements are usually high Margins• Margins and clearances should be as high as possible• Fabrication and operation at technical limits is costly and time-consumingBut: Additional space is expensive; research facilities are complex and often at the technical limitsH.-S. Bosch 22Electric and hydraulic connection of the magnetsLessons learned from W7-X• 300 steel pipes and 24 superconducting bus-bars per module• more than 500 welds and 24 superconducting joints per module • three-dimensional stellarator geometry Institute of Nuclear Physics KrakowH.-S. Bosch 23Magnet module from inner sideLessons learned from W7-XH.-S. Bosch 24Magnet module with bus-barsLessons learned from W7-XH.-S. Bosch 25Magnet module, bus-bars and cryo-pipingLessons learned from W7-XH.-S. Bosch 26RealityLessons learned from W7-XH.-S. Bosch 27Electric and hydraulic connection of the magnetsLessons learned from W7-X• 300 steel pipes and 24 superconducting bus-bars per module• more than 500 welds and 24 superconducting joints per module • three-dimensional stellarator geometry • motion of magnets for different magnetic configurations up to +/- 15mm• complex system of clamps and holders, stiff and flexible at the same time• intense metrology, demanding manufacturing, complex changemanagement• extremely limited available space in the cryostatInstitute of Nuclear Physics Krakow⇐ Design decision!H.-S. Bosch 28ConclusionsLessons learned from W7-X1. A competent project team must be available from the start, i.e. prior to design completion, component specification and start of procurement. Where the know-how is not available, strong external institutional partners must be found and deeply integrated into the project. 2. A lack of reasonable margins, clearances and tolerance levels implies an uncontrolled increase of complexity and frequent changes. This has a strong impact on time, costs and man-power. 3. Major components must be thoroughly tested (prototypes) and qualified prior to tender action. The manufacturing process must be accompanied by an intense QA program including a test program on manufacturing samples and mockups. Quality management must be involved in each single step. Trained inspectors must follow up manufacturing in detail.All projects have their individual history and development. However, the main issues that have led to serious trouble in our project hold for any state-of-the-art fusion and non-fusion projects. H.-S. Bosch 29Conclusions, continuedLessons learned from W7-X4. A project needs a few persons who the device in all details. Experience with large construction projects is invaluable.Clear project structures and responsibilities are mandatory. 5. The project management must be able to identify risks precisely and timely enough to react with reasonable countermeasures. High-level management tools must be implemented and accepted on the working level. Formal procedures and written documents are unavoidable, but must be organized as pragmatic as possible. 6. Development and manufacturing risks should be taken to a large extent by the project. Industry cannot do that or will charge the project to cover unexpected costs, even beyond the contract. The only solution is to solve problems step-by-step with industry.7. The construction of first-of-a-kind devices requires specialized in-house knowledge and specialized industrial suppliers. Often, a monopoly situation cannot be avoided and must be taken into account in design, planning and management. Loss of expertise may happen on short time-scale and must be checked. 

Lessons learned in the construction of Wendelstein 7-X

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