AWE builds a throughput modelling culture to de-risk investment

For almost 75 years, AWE has been at the forefront of nuclear technology and innovation – helping deliver the UK’s nuclear deterrent capabilities and preserve peace. With a workforce of 7,000, it’s constantly working to keep the UK safe and secure.

AWE has a long-term relationship with Haskoning's Witness Simulation Software (formerly Lanner), which models complex processes to provide detailed insight into current and future operations. However, over the last 2 years, we have worked together on a specific project – leveraging throughput modelling to devise the best way to manufacture products with long lead times using existing and future facilities. Due to the constraints in this highly regulated, sensitive industry, this project was particularly complex.

This impact story explores the collaboration, including:

• How AWE is using simulation – to size operations, review capex and demonstrate its ability to hit long-term targets
• Developing a modelling strategy – to build the skills and culture internally
• The benefits of the partnership – including understanding best practices and building confidence in major capital projects

From product to partnership: The collaboration begins

The drive towards a cohesive simulation strategy and culture

AWE was searching for a partner with the ability to provide modelling thought leadership.

“AWE has used discrete event simulation for years,” explained Clive Mott, Operations Planning and Demand Management Systems at AWE. “We’ve made several attempts to set up central teams – using contractors to create ambitious models of processes, for example.” These attempts had stalled due to the lack of an overarching strategy.

“As part of the journey, we’d used several modelling tools, one of which was Witness,” continued Clive. “We knew the software and that we could trust Haskoning. We wanted to build a partnership rather than having a transactional relationship with a software company.”

De-risking capital investment

“Capital projects involve huge investments over many years, often decades,” said Simon Rollinson, modelling expert at AWE. “It’s important to get it right up front. If we have the wrong facility size or design a process that doesn’t give the required throughput, it’s a major problem.”

“From the outset, we knew we could add significant value,” explained Chris Legge, Senior Consultant at Haskoning. “Not only do we have extensive experience of civil and commercial nuclear and manufacturing, but we also understand how they interplay – and have Suitably Qualified and Experienced Personnel (SQEP) on our team.”

The initial challenge: Establishing future throughput capacity

AWE supports sensitive defence assets at different lifecycles stages – some deployed, refurbished and decommissioned.

Modelling complex maintenance, manufacturing and decommissioning processes

To understand capacity, we used Witness to model the facility responsible for maintenance, manufacturing and decommissioning assets. It was a specialist working environment with unique constraints, so the model had to incorporate the skills of the physicists and technicians as well as handling protocols.

AWE planned to introduce new working methods to these areas but needed to determine the impact. To show this accurately, the model had to factor in storage constraints and consider that some facility areas restrict the number of people in a room at a given moment. Regulation and security also came into play.

Building confidence in the ability to meet targets

Ultimately, AWE needed to understand whether they could meet the rate required to maintain and support programmes – or if certain areas needed more optimisation and investment. Haskoning and AWE worked together to use simulation modelling to deliver these insights.

The next step: A best-practice approach to modelling strategy

Thought leadership and knowledge exchange

Working in partnership, we also devised an overall strategy for throughput modelling at AWE, encompassing everything from governance to process, people and technology. Haskoning experts helped AWE leaders benchmark simulation maturity and understand the art of the possible.

Importantly, Haskoning shared common behaviours of best-in-class companies we work with. This included facilitating exchange sessions with other high-profile, globally successful organisations in the defence, manufacturing and civil nuclear sectors.

Skills to support a simulation culture

To help execute the simulation strategy, Haskoning supported AWE with building awareness across the organisation. This included providing training and conducting mentoring sessions.

Focusing on quick-to-value simulation projects

“We used to do grand, complicated models of end-to-end processes, and it was hard to maximise value from that modelling,” explained Clive. “Based on our own past experience and the expertise from the simulation team, Witness software and understanding the experiences of other organisations they connected us to, we now focus on smaller models that answer specific questions and demonstrate value quickly.”

Collaboration on Witness product development

AWE’s input into the Witness product development roadmap is a key aspect of the partnership.

“AWE has been instrumental in helping us identify Witness features to refine and develop our software, demonstrating the two-way nature of this partnership,” said Haskoning Senior Business Development Manager Ashley Slade.

The impact: More demand for quality simulation

Surge in internal awareness

A significant success has been promoting a modelling culture and skills at AWE. It’s been a gradual shift, delivering small but consistent wins. Over 30 people have been trained so far.

“More AWE employees understand throughput modelling – its capability and why it should be used to support major strategic decision making. It’s increasingly becoming part of the planning and problem-solving toolbox,” explained Clive.

De-risking major capital builds

AWE’s capital build projects involve tens of billions of pounds of investment over many years. The simulation capabilities help identify and correct issues early, providing confidence in plans involving complex processes across multiple sites.

“We have established processes with multiple steps. Now, we can better see how to run them in the right order to maximise throughput. Using Witness modelling, we’ve explored scenarios to optimise the production plan. This enables people to coalesce around a common view of how to do things, and in which order,” said Simon. “Given this successful involvement in capital build projects, we’re now looking at how we can do more to support optimisation of existing facilities.”

John Wood, Head of Manufacturing Engineering at AWE, added: “The investment of both Haskoning and AWE into our relationship underpins our effective use of discrete event simulation to support our complex processes. Better decisions are being made more quickly because of our close working relationship. We are now using modelling better than we ever have – and have a strong platform to do even more with it.”

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