EPS3 Design Support

The Challenge

Most Intermediate Level Waste (ILW) at Sellafield is processed through encapsulation plants and then exported for interim above ground storage in the Encapsulated Product Stores (EPS). With EPS 1 full and EPS 2 filling, there is a requirement for a third plant to enable ongoing encapsulation.

The objective of this project was to support the design team by assessing operational issues in feeder plants to the EP stores to determine when EPS 3 would be required and establish if and when an additional EPS 3 import/export facility was required.

The Solution

The project scope considered the Lifetime Work Programme (LWP) forecasts for drum arisings into EPS from its supply plants (summary material flows are shown in Fig 1 below). A sensitivity analysis used historical conversion factors in the encapsulation plants supplying drums to EPS to predict the potential future range of drum arisings. A Monte Carlo simulation was employed to mimic the drum feed and this in turn was used to drive a spreadsheet model establishing the potential range of dates for filling EPS 2 (and therefore when EPS 3 would be required).

Following the sensitivity analysis, a detailed operational model was used to determine the capability of plants to supply drums into EPS 2 and 3 to establish what shift patterns or productivity improvements may be required to achieve the LWP. 

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Fig 1: EPS 2 and 3 Supply Route


The Benefit

  • The model determined the most likely required operational date for EPS 3.
  • There was a 10% chance that EPS 3 would be required three months earlier than the most likely operational date.
  • The operational model of the plants indicated that a phased increase in shift patterns to 24/7 would allow the existing EPS import/export facility to achieve LWP targets provided that an additional AGR flask is purchased and all flask deliveries are scheduled.
  • The project demonstrated a new EPS 3 import/export facility is not required thus saving design and construction costs of approximately £25M, without changing future operational costs.
  • Potential operational delivery constraints have been identified early to enable steps to be taken to reduce risks.
  • The monies saved can be used to accelerate the clean-up programme in other areas.

The cost of this work was £40k.



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