Impact of Process Monitoring Activities at the Y-12 National Security Complex

Process monitoring was first initiated at Y-12 in 2003 as a tool for inventory difference reconciliation. Since then, Y-12 has proactively deployed a process monitoring system even though not yet required by a Department of Energy order. Although the primary function of process monitoring is to detect and deter theft and diversion of special nuclear material, other benefits have been realized both in NMC&A and throughout Y-12. Process monitoring is a daily activity that tracks in-process material and reviews accountability transactions for any abnormal material loss or gain against statistically defined control limits. This timely discovery and resolution of errors strengthens the accuracy of our near real-time accountability database. Process monitoring has been identified as a critical element in potential approvals for extending inventories. Extended inventory periods allow for increased production time and cost savings for the plant. Process monitoring is a vital part of the Safeguards First Principles Initiative (SFPI) being implemented during 2007 at Y-12 in conjunction with production improvement efforts. Also, process monitoring has improved relations with Operations due to increased Nuclear Materials Control and Accountability (NMC&A) presence on the floor. Process monitoring engineers are often the first points of contact in an anomalous situation. Since the inception of full-scale automated process monitoring in three significant processing material balance areas (MBAs) at Y-12 in 2006, inventory reconciliation errors have been reduced. Also, due to the enhanced relationships between NMC&A and Operations, the time to resolve process monitoring errors has significantly decreased. In addition to improved relations and reduced errors, process monitoring has brought about a detailed system of error metrics. These error metrics are recorded per MBA each inventory period. Errors are divided into two categories; operational and input. By differentiating between types of errors, NMC&A can analyze trends in errors and pinpoint areas needing improvement. The metrics maintained by process monitoring engineers have been utilized in organizations outside of NMC&A to streamline production efforts.