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All sourcesNASA NTRSDOE OSTI
DOE OSTI2017

Savannah River Remediation Liquid Waste Operations Making the Workplace Safer - Lean and Human Performance Improvement Initiatives - 17244

The Savannah River Site, a U.S. Department of Energy facility, contracted Savannah River Remediation (SRR) to manage its liquid waste project, which 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 a decontaminated salt solution. Our Project mission is to treat the nuclear waste and close the associated storage and treatment facilities, of which, 8 of the 51 tanks have been closed to date. Over the past three years, SRR implemented a Lean Business Management System to address site inefficiencies, aging infrastructure concerns and budget constraints. The Lean philosophy 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. Like safety, continuous improvement is a fundamental core business value that starts at the top. The Lean Business System, led by our executive management team, drives quality, production and waste elimination by focusing on People using a structured Process that allows the workforce to identify and fix problems in their workplace. Many inefficiencies and quality related issues start with the desire to make systems fail-safe without defining the core requirements for which that process or program was created. This leads to added complexity and latent or inherent human performance issues embedded within our processes. While Lean can't fix all problems, a combination of strong nuclear safety culture, robust conduct of operations, active human performance improvement process, and a business practice of continuously looking for improvements leads to excellence across our industry and creates a culture that is worthy of promoting. Without strong management, our systems fail because no one sponsors or encourages those attributes we covet. Leadership starts at the top with our customer defining what provides 'value' to them, and filters down through to the organization and ultimately the workforce in day to day conduct of operations. It is imperative that our customer drives these desirable ideals through recognition and contractual requirements to encourage and support those behavioral traits that are critical to our ongoing success.This paper focuses on how the Lean Business Management System supports those attributes that we value: a strong nuclear safety culture; disciplined conduct of operations; and a culture of robust human performance and continuous improvement. These attributes in our daily work environment propel a safer, more consistent, more efficient workplace. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2024

Virtual Resource Management Framework (CRADA Final Report)

There is a need for advanced and widespread business automation within the nuclear industry to drive down operational costs while sustaining or improving safe operations. While there are many business process automation platforms commercially available, the difficulty is that business processes typically rely on a mixture of resource types to accomplish the desired activities and there is no universal software framework virtualizing diverse resource types for the purpose of automation. In this context, we are referring to any capability, physical or intangible, that can be used by an organization to achieve its objectives as a resource. To deploy business automation broadly and enable integrated operations for nuclear (ION), a framework is needed to represent all resource types and their associated disparate data within a plant and to enable seamless flow of resource information to the technologies used for process automation and resource optimization.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2020

Mentor Protégé Program Brochure

The U.S. Department of Energy (DOE) Mentor Protégé Program is designed to help small businesses obtain mentoring from DOE prime contractors. The program is meant to foster long-term business relationships between small businesses and DOE prime contractors while increasing the overall number of small business entities that receive DOE contract and subcontract awards.

70 PLASMA PHYSICS AND FUSION TECHNOLOGY↗
DOE OSTI2022

Preventing Reverse Engineering of Critical Industrial Data with DIOD

Business analytics augmented by artificial intelligence and machine learning (AI/ML) have revolutionized the role of data in the modern world. In recent years, businesses have incorporated data into their decision-making process for better prediction, risk-assessment, content creation, etc. While such businesses often seek to leverage the full use of their data through third-party AI/ML services, they are often hampered by the risks of data leaks, reverse-engineering, stolen technology, etc. that often have disastrous consequences for businesses and their stakeholders alike. Thus, there arises a need for data masking prior to its transmission that obfuscates proprietary information while preserving the information relevant for AI/ML applications. In order to meet the needs of industrial data which are significantly different from those of data warehouses, previous work proposed an efficient time and space-scalable data masking paradigm known as the deceptive infusion of data (DIOD) methodology. The present work expands upon this work by leveraging existing reverse-engineering capabilities to facilitate the decomposition of industrial data into its proprietary and AI/ML-relevant parts, referred to as fundamental and inference metadata respectively. Both sets of metadata are further obfuscated in accordance with the DIOD methodology to create the DIOD rendition of the industrial data, which is rendered immune to reverse-engineering by discarding proprietary information and only preserving AI/ML-relevant information. Additionally, constraints of the original DIOD manuscript are relaxed using mutual information by configuring the methodology to the target AI/ML application to unlock the full potential of the DIOD methodology. As an example, data from a nuclear reactor is transformed into that from a nonlinear spring-mass system with different levels of data masking as required by the generic system and the target application.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2025

Day-Ahead Forecasting with Federated LSTM to Plan Energy Sharing in a Community Microgrid

Energy balancing in microgrids is a key enabler of resilience. Community microgrids located close to each other have the added benefit of networking and sharing surplus energy, if available. Such complex decision-making runs on optimization that requires reliable short-term (up to very-short-term) forecasts of energy generation and consumption for scheduling or trading. Each microgrid may also opt to not expose their sensitive data such as consumption patterns of individual businesses or residences. This paper investigates a federated approach to dayahead forecasting that trains naive long short-term memory (LSTM) at each business in a microgrid and aggregates weights at the microgrid controller using proximal regularization. This approach ensures that the controller has access only to energy surplus/deficit and not the actual generation or consumption values, avoiding unwanted exposure of sensitive data. A community microgrid in Adjuntas, Puerto Rico with 3 businesses is selected as a case study with a laboratory-scale computing setup. A central LSTM forecaster, where sensitive data from businesses are aggregated at the controller, is implemented as a baseline for qualifying the results. This work serves as a proof-of-concept for scaling the approach to networked and nested microgrids with more complex control options.

Sundararajan, Aditya [ORNL] (ORCID:000000033577854↗
DOE OSTI2016

Strengths and Limitations of Governmental Support for Environmental Technology in Japan

In recent years, Japanese government and industry have initiated a wide range of policies, programs, and investment strategies responsive to the growing agenda of domestic and global environmental problems. For the most part, these actions have not been due to any significant domestic envi ronmental political pressure but primarily because of the perception that "green" products and manufacturing methods are simply good business. These strategies have, therefore, been closely linked to export and foreign aid policies of long-term benefit to the Japanese economy. A strength of the Japanese approach to environmental policy is the govern ment's ability to bring together a range of business to create a climate for long-term investment in promising new technologies such as fuel cells and electric vehicles. Because this approach is done to advance industrial policy as much as environmental goals, industrial interests are responding to busi ness opportunities, rather than environmental constraints. The Japanese sys tem is, however, not without its own blind spots and limitations. For exam ple, very little has been done to improve the energy efficiency of consumer products, including automobiles, since the mid 1980s. Japanese industry has so far not demonstrated much awareness of concepts like "design for envi ronment" that imply a fundamental reexamination of manufacturing meth ods and materials. The Japanese response to conservation issues that tend not to have technological solutions or potential for business development has also not been as impressive.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2026

Performing Numerical Analysis of Cybersecurity Options Using Dynamic Risk Analysis Tool EMRALD

Cyberattacks can have many different attack paths, durations, and goals. There are also many different mitigation options involving hardware, software, and/or humans. Considering a cyber threat should involve defense-in-depth methods and a quantitative or numerical evaluation of overall effectiveness against dynamic, time-dependent attacks to make cost and risk-informed decisions. Typical cyberattack modeling methods only provide a qualitative evaluation. The main areas of cybersecurity are confidentiality, integrity, and availability. For companies with cyber-physical systems such as advanced nuclear reactors, cyber-related safety is a requirement set by North American Electric Reliability and the U.S. Nuclear Regulatory Commission. They are also concerned about availability or reliability as a business case. As cyber threats are evolving to a business-for-hire structure, more attacks may focus on disrupting business success and reliability, causing financial and economic stability risk. Companies want to know business reliability and recovery from those threats, and that requires modeling physical behavior of the targets. Dynamic-state-based and Markov-based modeling provides a method for better cyber scenario modeling with different tools having issues such as state-base explosion. Dynamic modeling enables time and conditional features not found in other numerical evaluation methods. EMRALD (Event Modeling Risk Assessment using Lined Diagrams) is a dynamic risk analysis modeling and simulation tool and has features that reduce modeling issues. It has been used to model different time-dependent events including plant behavior and operator procedures. As a general modeling tool, EMRALD can also be used to model cyberattack scenarios with varying mitigation options and quantify effectiveness, producing numerical data for risk-informed decisions. This paper uses EMRALD to demonstrate that dynamic numerical risk analysis can be used for cyber threat modeling to provide insights for design decision-making and optimize defense strategies. Keywords: cyber modeling; cyber-physical systems; numerical cyber modeling

97 - MATHEMATICS AND COMPUTING↗
DOE OSTI2025

Prospects for silvicultural enhancement of fire resistance in mesic westside forests of the Pacific Northwest

Increasing wildfire activity in mesic, temperate Pacific Northwest forests west of the Cascade Range crest has stimulated interest in understanding whether alternative forest management practices could reduce risk of stand-replacing fire. To explore how management can enhance fire resistance in these forests and assess tradeoffs among resistance enhancement, carbon sequestration and storage, and economic returns, we conducted 40-year simulations of stand development with BioSum, a framework for conducting landscape analysis with the Forest Vegetation Simulator (FVS), utilizing a statistically representative and spatially balanced sample of Forest Inventory and Analysis (FIA) plots. Simulation outcomes under business-as-usual silviculture were contrasted with fire-aware silviculture, and treatment optimization logic was developed and applied to represent landscape-scale outcomes under business-as-usual and fire-focused management scenarios. Simulation results indicate that fire-aware prescriptions and fire-focused management can meaningfully enhance stand- and landscape-scale fire resistance of westside forests under less than extreme fire weather, but at the cost of lower economic returns and reduced net carbon storage and sequestration over the 40-year analysis window. Shifting from business-as-usual regeneration harvests with short rotations to fire-aware, episodic selection harvest improved fire resistance the most, especially in young privately-owned forests, and with only modest tradeoffs in carbon and economic outcomes. While fire-aware treatments generally reduced net present value from forest operations over business-as-usual, most treatments still generated positive net present value and could be implemented without subsidy. Fire-aware prescriptions that removed and utilized non-merchantable harvest residues instead of burning them, via either pile or broadcast burning, partially mitigated carbon emissions associated with fire-aware treatments, with about the same improvement in fire resistance. Given the currently limited institutional and financial capacity to implement fire resistance enhancing treatments at scale, the insights from this analysis may aid managers seeking to elevate fire resistance to prioritize where and how to manage.

Science & Technology - Other Topics↗
DOE OSTI2021

Wyoming CarbonSAFE: Advancing Commercialization of Low-Carbon Energy Technologies in Fossil-Rich Wyoming

Wyoming’s Powder River Basin (PRB) is the most prolific coal producer and exporter in the United States and the State of Wyoming’s largest oil-producing basin. In addition to being a leading energy producer, the PRB is the site of research programs whose aim is to develop and integrate low-carbon technologies into existing fossil fuel energy industries. Much of the PRB’s low-carbon research is focused around Dry Fork Station (DFS), which is the newest coal-fired power station in the western US. Currently, DFS hosts five carbon capture projects, including pilot-scale capture projects that utilize different capture technologies and a full front-end engineering and design (FEED) study, a commercial CO 2 pipeline for nearby CO 2 -enhanced oil recovery industry, and is also co-located with the Wyoming Integrated Test Center, which is a host facility for unconventional carbon utilization research (i.e. flue gas carbon-to-products innovations). DFS is also the host site for the Wyoming CarbonSAFE project. Wyoming CarbonSAFE, funded by the Department of Energy/National Energy Technology Laboratory, is a multi-phased program (currently in Phase II) whose core objective is developing and validating storage sites within a complex capable of storing 50 million metric tonnes of CO 2 over a 30 year project period using carbon capture, utilization and storage (CCUS). This paper will provide an overview of the project to-date, showing that CarbonSAFE goals are achievable with respect to geologic, environmental, regulatory, CO 2 source and economic conditions, and why the State of Wyoming offers one of the more favorable environments to advance the commercialization studies. In 2019, the project team designed and completed a ~10,000 foot stratigraphic test well just south of DFS. From this well, the team collected over 600 feet of core, fluid samples from target injection zones, and a full petrophysical log suite. In addition, legacy 2D seismic lines were acquired and a 3D seismic survey was acquired in the fall of 2020. The objective of these field activities has been to identify and characterize target storage reservoirs and associated caprock. This complex has several reservoirs that could meet commercial injection goals, and over 4000 feet of associated caprock. Simulations of site performance suggest that stacked injection provides the most effective storage strategy, and would necessitate several sites within the greater complex to meet final project injection goals. Other work within this project includes the development of a business-case around proximal fields with CO 2 -enhanced oil recovery potential and existing tax credits, assessment of regulatory conditions, including pore space ownership and Class VI injection well permitting requirements, implementation of a robust public outreach Electronic copy available at: https://ssrn.com/abstract=3821220 GHGT-15 McLaughlin 2 program, and surface site characterization activities that have focused on environmental factors. In the PRB and at DFS, the State of Wyoming and other entities have made carbon management a priority of its future energy industry by providing a regulatory and business framework that is favorable to advancing these technologies. These endeavors will become more realistic with the successful implementation of Wyoming CarbonSAFE, and its ability to secure and validate commercial-scale CCUS at the center of Wyoming’s premier low-carbon research efforts.

McLaughlin, Fred↗
DOE OSTI2012

To'Hajiilee Economic Development, Inc. (TEDI) Feasibility Study for Utility-Scale Solar

To Hajiilee Economic Development, Inc. (TEDI) is the economic development entity representing the ToHajiilee Chapter of the Navajo Nation, also known as the Caoncito Band of Navajo (CBN). Using DOE funding, TEDI assembled a team of qualified advisors to conduct a feasibility study for a utility-scale 30 MW Photovoltaic (PV) solar power generation facility on TEDI trust lands. The goal for this project has been to gather information and practical business commitments to successfully complete the feasibility analysis. The TEDI approach was to successively make informed decisions to select an appropriate technology best suited to the site, determine environmental viability of the site, secure options for the sale of generated power, determine practicality of transmission and interconnection of power to the local grid, and secure preliminary commitments on project financing. The feasibility study has been completed and provides TEDI with a practical understanding of its business options in moving forward with developing a solar project on CBN tribal lands. Funding from DOE has allowed TEDI and its team of professional advisors to carefully select technology and business partners and build a business model to develop this utility-scale solar project. As a result of the positive feasibility findings, TEDI is moving forward with finalizing all pre-construction activities for its major renewable energy project.

14 SOLAR ENERGY↗
DOE OSTI2014

Strengthening Building Retrofit Markets

The Business Energy Financing (BEF) program offered commercial businesses in Michigan affordable financing options and other incentives designed to support energy efficiency improvements. We worked through partnerships with Michigan utilities, lenders, building contractors, trade associations, and other community organizations to offer competitive interest rates and flexible financing terms to support energy efficiency projects that otherwise would not have happened. The BEF program targeted the retail food market, including restaurants, grocery stores, convenience stores, and wholesale food vendors, with the goal of achieving energy efficiency retrofits for 2 percent of the target market. We offered low interest rates, flexible payments, easy applications and approval processes, and access to other incentives and rebates. Through these efforts, we sought to help customers strive for energy savings retrofits that would save 20 percent or more on their energy use. This program helped Michigan businesses reduce costs by financing energy efficient lighting, heating and cooling systems, insulation, refrigeration, equipment upgrades, and more. Businesses completed the upgrades with the help of our authorized contractors, and, through our lending partners, we provided affordable financing options.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2016

Final Performance Progress Report

The Accelerator has given the DVIRC an opportunity to get involved in areas of a small and medium-sized manufacturing business that MEP centers typically do not get involved in—the areas of technology development and technical issues. Over the course of the project we’ve come to gain some valuable insights into the market challenges of SMEs, and the market challenges an MEP (such as DVIRC) faces as it seeks to work more deeply and at faster pace on the technology-related aspects of a manufacturing business. For example, while most companies can quantitatively justify investing in an ERP system or a new piece of production equipment, SMEs often struggle with formulating a return-on-investment for advanced technologies. As another example, bringing advanced technology to a company through the individuals interested in the technology (such as engineers or technicians) is not the way to go; as with many MEP services, we need to get to the CEO. And even then, there is a strong reluctance to let outsiders in to these often proprietary areas of the business. As a result of our work in this area, we are now looking more closely at how CEOs that DO invest in advanced technologies justify the investment or make the investment decision. We’ve learned about some of the internal constraints in SMEs that need to be kept in mind as projects get defined and executed—where technical personnel often hinder conversations in this arena rather than contributing value to them. We’ve gained exposure to a new suite of public and private assets that can help us with this work, such as universities and agencies such as NASA. We have also developed relationships with design/engineering companies that can help us as we move more deeply into this area of a company,. Still, defining a technical project takes a huge amount of effort and resources and, once undertaken, has a much longer time trajectory than typical MEP projects. DVIRC field staff and content experts have learned more about assessing a company’s technical assets, broadening our view of the business to go beyond what they make or what NAICS code they have…to better understand their capacity, capability, and expertise, and to learn more about THEIR customers. Knowing more about the markets they serve can often provide insight into their level of technical knowledge and sophistication. Finally, in the spirit of realizing the intent of the Accelerator we strove to align and integrate the work and activities supported by the five funding agencies to leverage each effort. To that end, we include in the Integrated Work Plan a graphic that illustrates that integration. What follows is our summary report of the project, aggregated from prior reports.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2016

The AskIT Service Desk: A Model for Improving Productivity and Reducing Costs

This was prepared for the business process improvement presentation to the Department of Energy. Los Alamos National Laboratory provides a single point of contact, the AskIT Service Desk, to address issues that impact customer productivity. At the most basic level, what customers want is for their calls to be received, to get a response from a knowledgeable analyst, and to have their issues resolved and their requests fulfilled. Providing a centralized, single point of contact service desk makes initiating technical or business support simple for the customer and improves the odds of immediately resolving the issue or correctly escalating the request to the next support level when necessary. Fulfilling customer requests through automated workflow also improves customer productivity and reduces costs. Finally, customers should be provided the option to solve their own problems through easy access to self-help resources such as frequently asked questions (FAQs) and how-to guides. To accomplish this, everyone who provides and supports services must understand how these processes and functions work together. Service providers and those who support services must “speak the same language” and share common objectives. The Associate Directorate for Business Innovation (ADBI) began the journey to improve services by selecting a known service delivery framework (Information Technology Infrastructure Library, or ITIL). From this framework, components that contribute significant business value were selected.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2016

EERE Showcase Event (Solar Decathlon 2015)

The goal of the Orange County Great Park Corporation (Great Park) is to successfully host the U.S. Department of Energy Solar Decathlon 2015. In furtherance of that goal, tasks to be performed within the current reporting period include the following: Task 1.0 Arrange Site Team Visits for January 2015 The Great Park arranged appropriate meeting space for the site team visits over a three-day period, January 8, 2015 through January 10, 2015. Instead of a meeting in Hanger 244, the DOE requested a different meeting space. The working team met in the Operations offices on January 8th. The student teams were welcomed at the City of Irvine’s Lakeview Senior Center on January 9th, and came back on January 10th for breakout sessions. Task 2.0 Outreach Activities The following outreach activities related to the U.S. Department of Energy Solar Decathlon 2015 occurred during and prior to the event: • Promoted the return of the Solar Decathlon 2015 on the City’s website. (cityofirvine.org) • Promoted the return of the Solar Decathlon 2015 through the City’s and Great Park’s social media channels, including Facebook and Twitter. (facebook.com/cityofirvine, facebook.com/orangecountygreatpark, twitter.com/City_of_Irvine, twitter.com/ocgreatpark) • Promoted the return of the Solar Decathlon 2015 and student visit through a City Council Announcement. • Worked to set-up meetings between the U.S. Department of Energy team and potential donors/key stakeholders in Irvine. • Began ICTV filming and coverage of the Solar Decathlon 2015 teams. This includes student team interviews, interview with Richard King and b-roll footage. • Facilitated an interview with Sarah Farrar and the Orange County Register during the recent student visit in January • Information in May was provided to Irvine Unified School District and Tustin Unified School District promoting the three Education Days that the DOE will host during the event. More DOE information is due in August, which will be forwarded to the school districts that will provide important information for school tours. • A promotional ICTV video has been sent through the Irvine Chamber of Commerce and to dozens of businesses in Irvine promoting the Solar Decathlon 2015 and inviting attendance. • Cover story of Fall Inside Irvine magazine detailed teams competing in Solar Decathlon. Magazine goes to more than 100,000 Irvine residences. • Produced public service announcement with KPCC radio to air 9/28-10/16. Outreach also included a web banner on the station’s website. • Full-page advertisements in special sections of the Orange County Register, including UCI 50th Anniversary magazine that went to over 1 million readers of the Register, the Riverside Press Enterprise and the L.A. Times; Best of Orange County magazine; and Solar Decathlon special section. • Full-page ad in Urban Land magazine Sept./Oct. issue. • Produced ad for Irvine Global Village Festival brochure (tens of thousands in attendance at event.) • Ten posters displayed at Irvine Company properties throughout the City, including the Irvine Spectrum Center. • Rack cards promoting Solar Decathlon displayed at Irvine Spectrum Center, Discovery Science Center, Orange County Farm Bureau (at farmers markets) and at City facilities. • Tote bags promoting Solar Decathlon filled with magnets and rack cards on the event distributed at Irvine Global Village Festival, Great Park farmers market and UCI Festival of Discovery; some 8,000 bags handed out. • E-blast from City of Irvine Community Services Department included information on Solar Decathlon. (List contains 51,000 recipients.) • E-blast to Irvine Co. mailing list sent out 9/30. Web banner posted at shopirvinespectrumcenter.com. • E-blast sent to Orange County Register mailing list on 10/6. • Web banner posted on Orange County Register’s homepage. • E-blast sent by Irvine Chamber of Commerce on 10/9. • E-blast using City’s GovDelivery to 2,100 on 10/12. • Produced additional ads for the Orange County Register to fulfill the in-kind agreement between the DOE and the Register: Friday, Oct. 9, Local front page strip ad; Saturday, Oct. 10, half-page Home & Garden section ad; Sunday, Oct. 11, full page Local section ad; Wednesday, Oct. 14, ½ page Main or Local ad; Friday, Oct. 16, full Local or Main section ad; Saturday, Oct. 17, half-page Home & Garden section ad; Sunday Oct. 18, full page Local or Main ad. • Produced two additional Register ads promoting final days of the event: Full page Main or Local ad for Thursday, Oct. 15 and full page ad in Irvine World News weekly publication. • Produced separate press releases on Solar Decathlon, Volunteer Effort, Children’s Activities Area and Final Days. • Produced and distributed Children’s Activities Days rack cards. • Continued to promote the event on the City’s webpage, Great Park webpage and social media channels. • ICTV produced the “Solar Decathlon Minute” videos, which were posted on the City’s YouTube channel and the solardecathlon.gov website. • Four-minute video promoting Solar Decathlon shown on iShuttles in the City in weeks leading up to event. • Promoted a “Business Day” to local businesses in which businesses could sign up for tour led by Solar Decathlon docents. • Access Irvine Special Event Button running 9/28-10/18/15. • Access Irvine Push Notification on 10/15/15. • Facebook ad boost 10/13-10/18.

14 SOLAR ENERGY↗
DOE OSTI2020

UTrain Manual for Training Administrators

This Institutional Training Administrative Procedure provides the business rules that must be followed when working in UTrain. As commercial off-the-shelf software with customizations, UTrain cannot address all the implementation business requirements, and thus, administrative business rules and processes were defined and documented. Many business rules were incorporated into the UTrain training materials. UTrain is the Laboratory’s official learning management system. UTrain is the system of record for all Laboratory training, qualification, certification, and worker authorization. All training at LANL must be documented in UTrain. The detailed steps of how to operate UTrain are contained in the UTrain courses and training manuals and in the UTrain job aids, not in this document.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2020

Report on the Use and Function of the Integrated Operations Capability Analysis Platform (ICAP) and the LWRS Innovation Portal (IP)

The commercial nuclear power industry has achieved excellent safety and reliability performance but is struggling to survive in an electricity market that is increasingly dominated by subsidized renewables and cheap natural gas. These challenges have forced utilities to explore previously uncharted avenues to drastically reduce the operations and maintenance costs of their plants which are the primary drivers of the total cost to produce electricity. The petrochemical industry faced similar challenges some years ago as the costs of extraction and processing were rising while their reservoirs were being depleted along with a drop-in commodity prices that resulted in unsustainable operations. In this challenging climate, they developed a business model called Integrated Operations (IO) that sought to utilize technology to enable news ways of working through the integration of people, technology, process and governance changes. The Light Water Reactor Sustainability (LWRS) program, working with IFE have developed an operating model via transferable learnings from the North Sea O&G industry. This framework is termed “Integrated Operations for Nuclear” (ION). ION is a transformation model that integrates the benefits and features of four principal factors: People, Technology, Process and Governance. The purpose of this report is to describe how to generate an ION business process analysis and utilize this information to reduce O&M costs. In order to make this job easier, DOE LWRS has created a suite of tools that will allow a person who is involved in a transformation effort at their company to build a solid documented business case for embarking on a major transformation effort. These tools, the Integrated Operations Capability Analysis Model (ICAP) and the LWRS Innovation Portal (IP) are described herein with instructions on their use. Instructions on how the interface with the EPRI Business Case Analysis Method (BCAM) are also provided.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2023

Advanced Reactor Supply Chain Assessment (GAIN Report)

Several net-zero scenario evaluations predict a rapid ramp up of nuclear energy in the coming decades. If this materializes, it will most likely strain the supply chains associated with the potential advanced reactor concepts awaiting deployment. To help assess the current and potential capacities of the various advanced reactor supply chains, the Gateway for Accelerated Innovation in Nuclear (GAIN) conducted a survey of companies able to produce components for advanced reactors in the near future (namely for sodium, gas-cooled, and molten salt reactors). Using an aggressive nuclear deployment scenario, the objective was to assess the ability of the various supply chains to meet the considerable demand projections for certain key components (vessels, heat exchangers, pumps, graphite, and sensors) and identify potential challenges. While individual companies were unable to meet the most optimistic nuclear deployment rate projections, it was found that on aggregate, a United States-based supply chain projected that expansion could be ramped up to meet a larger future demand of these components. However, meeting projected demand for several more complex items (namely gas or salt heat exchangers) was found to be more challenging. Deploying new reactors at scale necessitates the production of more and more supply chain components, requiring a ramp up in production. Supply chain companies were surveyed, and respondents appeared less able to meet short term demand (next year) versus longer-term demand projections (5 and 10 years). This reflects the need to obtain orders with adequate lead times (can range from 3 to 30 months). Future demand will need to be met by expanding existing capacity. These expansions will require suppliers to raise capital or secure other types of support (federal loans or grants) to invest in facilities, equipment, and workforce. Individual suppliers indicated financial investments could be in the range of $\$ $100 million to $\$ $1 billion for their own facilities (depending on the type of facility). The biggest risk, according to respondents, related to general uncertainties surrounding the future nuclear industry and whether the potential demand projections will materialize into real demand that is actionable from a business perspective. Businesses do not seem willing to take investments risks without clear orders. If businesses are not able to invest to expand the supply, it will either delay the deployment of advanced nuclear technology, or the supply chain will be met by suppliers outside of the United States. This report only focuses on the domestic supply chain’s ability to meet the various projections stipulated here for the specific assessed components (vessels, heat exchangers, pumps, graphite, and sensors). The report does not cover all reactor designs or all components that may ultimately be needed for any one reactor design. It also does not address whether any specific aspect of the supply chain will be cost competitive in the global market, nor how potential state-backed entities could affect the expansion of a United States-based supply chain. The largest challenges in ramping up capacity among respondents appear to be workforce related. This includes workforce availability, experience, training, and turnover. In addition to facility investment, suppliers will also need to invest heavily in long-term workforce training to meet production goals. This issue is not nuclear-specific, and the expansion of any supply chain will likely face similar challenges. While suppliers evaluated expected normal business demand from other markets outside of nuclear, it is possible that other market segments could expand more than predicted and compete for the same suppliers. One potential market that may compete for the same supplier resources is the United States military, as many of these suppliers support both the commercial nuclear sector as well as the Navy with reactors and components. In summary, suppliers in the United States believe that there is a way to increase production in order to begin meeting the demand which will exist for advanced reactors—as long as appropriate investments can be made in the supply chain in an appropriate timeframe. Based on the capacity projections and lead times, investment will be needed to meet the 5-year and 10-year production targets. Therefore, if significant nuclear deployment is to occur in the 2030s, investment and ramp up of the advanced nuclear supply chain will need to begin in the near future for the United States to successfully deploy these advanced reactors with domestic supply chains.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2020

Integrated Risk-Informed Condition Based Maintenance Capability and Automated Platform: Technical Report 1

Due to continuing global energy market trends, driven heavily by the abundant preserves of natural gas, there is an immediate need to reduce costs associated with operation and maintenance (O&M) for the current domestic nuclear power industry and for future reactor developments. This is to ensure that nuclear power generation remains an economically competitive and viable option in the energy market. O&M costs include labor-intensive preventive maintenance (PM) programs, which involve manually-performed inspection, calibration, testing, and maintenance of plant assets at periodic frequency and time-based replacement of assets, irrespective of their condition. This has resulted in an expensive, labor-centric business model to achieve high capacity factors. Fortunately, there are technologies (advanced sensors, data analytics, and risk assessment methodologies) that can enable the transition from a labor-centric business model to a technology-centric business model. The technology-centric business model will result in a significant reduction of PM activities, laying the foundation for real-time condition assessment of plant assets, reducing overall labor and part costs. To enable this transition, PKMJ Technical Services LLC is partnering with the U.S. Department of Energy’s Idaho National Laboratory (operated by the Battelle Energy Alliance, LLC) and the Public Services Enterprise Group (PSEG) Nuclear, LLC in the Integrated Risk-Informed Condition-Based Maintenance Capability and Automated Platform Project. In this report, the configuration of a digital cloud platform using Microsoft Azure is discussed, data from the PSEG Salem Nuclear Generating Station Units 1 & 2 are imported into a digital cloud platform, and the data is used for an evaluation of several key areas: cost impact analysis, risk-informed model development, and preventive maintenance strategy optimization. First, the cost impact analysis reviews which plant assets are potential good candidates for condition-based monitoring. Next, INL utilized the data in their local environment to develop the risk-informed model; which provides estimates of failure rates and probability of failures of assets based upon their past performance. The developed model is performed on assets selected from the cost impact analysis. Lastly, engineers assess the preventive maintenance strategy for the selected assets at PSEG against maintenance strategies in the nuclear industry for similar assets to potentially identify acceptable justification for the extension of current maintenance frequencies.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗