Savannah River Remediation Liquid Waste Operations Lifecycle Savings through a Lean Business System at the Savannah River Site - 17245
Savannah River Remediation (SRR) was contracted by the U.S. Department of Energy (DOE) to manage its liquid waste project at the Savannah River Site. The liquid waste project is a unique, high hazard nuclear waste treatment and disposal facility consisting of 51 one million-gallon underground waste tanks, a solvent extraction processing unit, a vitrification facility for the highest radioactive waste, and a grout solidification and disposal facility for lower radioactive decontaminated salt solution. Our Project mission is to treat the nuclear waste and close the associated storage and treatment facilities, of which, 8 tanks have been closed to date. The Lean philosophy took root decades ago in the manufacturing sector and started with the work of W. Edwards Deming and his contemporaries. In more recent years the process has matured in the Toyota Production System and migrated into fields as diverse as services industries, health-care, and now the DOE complex. At SRR, a Lean business management system was adopted to address site inefficiencies, aging infrastructure concerns and budget constraints. With yearly escalation and flat budgets, continuous improvement is taking on a larger role - improving the work accomplished for each dollar. This paper focuses on the program results achieved to date, including the lifecycle savings identified through the Rapid Improvement Event (RIE) process. The RIE process is a Lean tool which creates a cross-functional team to analyze, develop and implement improvements for a given process. DOE-EM has recently emphasized the value of contractor's continuous improvement programs through their implementation of Plan of Action and Milestone (POAM): Goal 2 (Increase Efficiency/Improve Performance) Reduce EM Operations Cost in FY16. POAM Goal 2 was a FY 16 effort to achieve 5% cost savings across most programs. This past year's cost savings initiatives will likely become a trend as DOE and its contractors look to do more with less. In support of our own business objectives, as well as, DOE's motivation to improve efficiencies, SRR has held over one hundred formal Lean events and dozens of 5S events that have driven improvement across the Project, including tank closure and production facilities. These improvements have significantly reduced the time required to process material and achieve the overall goal of hazard reduction and tank closure. (authors)