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All sourcesNASA NTRSDOE OSTI
NASA NTRS2012

Structural Verification of the First Orbital Wonder of the World - The Structural Testing and Analysis of the International Space Station (ISS)

The International Space Station (ISS) can be considered one of the structural engineering wonders of the world. On par with the World Trade Center, the Colossus of Rhodes, the Statue of Liberty, the Great Pyramids, the Petronas towers and the Burj Khalifa skyscraper of Dubai, the ambition and scope of the ISS structural design, verification and assembly effort is a truly global success story. With its on-orbit life projected to be from its beginning in 1998 to the year 2020 (and perhaps beyond), all of those who participated in its development can consider themselves part of an historic engineering achievement representing all of humanity. The structural design and verification of the ISS could be the subject of many scholarly papers. Several papers have been written on the structural dynamic characterization of the ISS once it was assembled on-orbit [1], but the ground-based activities required to assure structural integrity and structural life of the individual elements from delivery to orbit through assembly and planned on-orbit operations have never been totally summarized. This paper is intended to give the reader an overview of some of the key decisions made during the structural verification planning for the elements of the U.S. On-Orbit Segment (USOS) as well as to summarize the many structural tests and structural analyses that were performed on its major elements. An effort is made for this paper to be summarily comprehensive, but as with all knowledge capture efforts of this kind, there are bound to be errors of omission. Should the reader discover any of these, please feel free to contact the principal author. The ISS (Figure 1) is composed of pre-integrated truss segments and pressurized elements supplied by NASA, the Russian Federal Space Agency (RSA), the European Space Agency (ESA) and the Japanese Aerospace Exploration Agency (JAXA). Each of these elements was delivered to orbit by a launch vehicle and connected to one another either robotically or autonomously. The primary structure of each element was assembled and verified by teams of responsible structural engineers within and among their respective agencies and agency contractors.

Zipay, John J.↗
NASA NTRS2018

The Second European Service Module (ESM-2) Evolutions, Production and Challenges

This paper presents an overview of the Second European Service Module (ESM-2), the second in a series of European Service Modules produced as part of the Barter agreement between NASA and ESA for the Orion Program. The European Industrial consortium is led by the ESA prime contractor Airbus Defence and Space in Bremen. ESA and Airbus signed the ESM-2 contract on 16 February 2017, for this key element of the Orion Exploration Mission 2 (EM-2). EM-2 is the first crewed mission for Orion and will take astronauts farther into the solar system than humanity has ever travelled. EM-2 will also be a historic mission for Europe, as the ESM-2 will be the first European spacecraft to be part of a human transportation system carrying humans beyond low Earth orbit. ESM-2 is mainly a recurring production following ESM-1. Nevertheless, there are a number of important changes being implemented, for example, to incorporate upgrades to further enhance safety and reliability. The challenging delivery schedule for ESM-2 has driven the need to commence manufacturing prior to completion of the qualification on ESM-1. In addition, some requirement deviations and non-compliances approved for ESM-1 have resulted in modifications for ESM-2. In order to manage the competing constraints effectively, the ESM-2 Team has put in place a number of novel approaches to manage schedule, risk, and technical changes. Airbus has set up multi-functional teams according to an approach known as "Major Spacecraft Deliveries" consisting of quality assurance, engineering and procurement. The risk of starting manufacturing prior to qualification is managed through a special risk share agreement. This agreement necessitates rigorous risk reviews across the board for all manufacturing, assembly, integration and test milestones. The ESM-2 changes are managed by Configuration Management, but Airbus has also introduced the Technical Baseline Matrix to provide a transparent top-level overview of the changes from ESM-1 to ESM-2. The tool provides the basis for ESM-2 design and development needs, decisions, as well as the input for the Orion EM-2 Critical Design Review (CDR). The main technical evolutions, status of the production and the novel management approaches for ESM-2 are presented and discussed in the paper.

Orion European Service Module Programme↗
DOE OSTI2017

Closure Report for Corrective Action Unit 573: Alpha Contaminated Sites Nevada National Security Site, Nevada with ROTC 1

This Closure Report (CR) presents information supporting the closure of Corrective Action Unit (CAU) 573: Alpha Contaminated Sites, Nevada National Security Site, Nevada. CAU 573 comprises the two corrective action sites (CASs): 05-23-02-GMX Alpha Contaminated Are-Closure in Place and 05-45-01-Atmospheric Test Site - Hamilton- Clean Closure. The purpose of this CR is to provide justification and documentation supporting the recommendation that no further corrective action is needed for CAU 573 based on the implementation of the corrective actions. Corrective action activities were performed at Hamilton from May 25 through June 30, 2016; and at GMX from May 25 to October 27, 2016, as set forth in the Corrective Action Decision Document (CADD)/Corrective Action Plan (CAP) for Corrective Action Unit 573: Alpha Contaminated Sites; and in accordance with the Soils Activity Quality Assurance Plan, which establishes requirements, technical planning, and general quality practices. Verification sample results were evaluated against data quality objective criteria developed by stakeholders that included representatives from the Nevada Division of Environmental Protection and the DOE, National Nuclear Security Administration Nevada Field Office (NNSA/NFO) during the corrective action alternative (CAA) meeting held on November 24, 2015. Radiological doses exceeding the final action level were assumed to be present within the high contamination areas associated with CAS 05-23-02, thus requiring corrective action. It was also assumed that radionuclides were present at levels that require corrective action within the soil/debris pile associated with CAS 05-45-01. During the CAU 573 CAA meeting, the CAA of closure in place with a use restriction (UR) was selected by the stakeholders as the preferred corrective action of the high contamination areas at CAS 05-23-02 (GMX), which contain high levels of removable contamination; and the CAA of clean closure was selected by the stakeholders as preferred corrective action for the debris pile at CAS 05-45-01 (Hamilton). The closure in place was accomplished by posting signs containing a warning label on the existing contamination area fence line; and recording the FFACO UR and administrative UR in the FFACO database, the NNSA/NFO CAU/CAS files, and the management and operating contractor Geographic Information Systems. The clean closure was accomplished by excavating the soil/debris pile, disposing of the contents at the Area 5 Radioactive Waste Management Complex, and collecting verification samples. The corrective actions were implemented as stipulated in the CADD/CAP, and verification sample results confirm that the criteria for the completion of corrective actions have been met. Based on the implementation of these corrective actions, NNSA/NFO provides the following recommendations: No further corrective actions are necessary for CAU 573; The Nevada Division of Environmental Protection should issue a Notice of Completion to NNSA/NFO for closure of CAU 573; CAU 573 should be moved from Appendix III to Appendix IV of the FFACO.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS2007

Pharmacotherapeutics of Intranasal Scopolamine: FDA Regulations and Procedures for Clinical Applications

Space Motion Sickness (SMS) is commonly experienced by astronauts and often requires treatment with medications during the early flight days of a space mission. Bioavailability of oral (PO) SMS medications is often low and highly variable; additionally, physiological changes in a microgravity environment exacerbate variability and decrease bioavailability. These factors prompted NASA to develop an intranasal dosage form of scopolamine (INSCOP) suitable for the treatment of SMS. However, to assure safety and efficacy of treatment in space, NASA physicians prescribe commercially available pharmaceutical products only. Development of a pharmaceutical preparation for clinical use must follow distinct clinical phases of testing, phase I through IV to be exact, before it can be approved by the FDA for approval for clinical use. After a physician sponsored Investigative New Drug (IND) application was approved by the FDA, a phase I clinical trial of INSCOP formulation was completed in normal human subjects and results published. The current project includes three phase II clinical protocols for the assessment of pharmacokinetics and pharmacodynamics (PK/PD), efficacy, and safety of INSCOP. Three clinical protocols that were submitted to FDA to accomplish the project objectives: 1) 002-A, a FDA Phase II dose ranging study with four dose levels between 0.1 and 0.4 mg in 12 subjects to assess PK/PD, 2) 002-B, a phase II clinical efficacy study in eighteen healthy subjects to compare efficacy of 0.2 (low dose) and 0.4 mg (high dose) INSCOP for prophylactic treatment of motion-induces (off-axis vertical rotation) symptoms, and (3) 002-C, a phase II clinical study with twelve subjects to determine bioavailability and pharmacodynamics of two doses (0.2 and 0.4 mg) of INSCOP in simulated microgravity, antiorthostatic bedrest. All regulatory procedures were competed that include certification for Good laboratory Procedures by Theradex , clinical documentation, personnel training, selection of clinical research operations contractor, data capturing and management, and annual reporting of results to FDA were successfully completed. Protocol 002-A was completed and sample and data analysis is currently in progress. Protocol 002-B is currently in progress at Dartmouth Hitchcock Medical Center and Protocol 002-C has been submitted to the FDA and will be implemented at the same contractor site as 002-A. An annual report was filed as required by FDA on the results of Protocol 002-A. Once all the three Phase II protocols are completed, a New Drug Administration application will be filed with FDA for Phase III clinical assessment and approval for marketing of the formulation. A commercial vendor will be identified for this phase. This is critical for making this available for treatment of SMS in astronauts and military personnel on duty. Once approved by FDA, INSCOP can be also used by civilian population for motion sickness associated with recreational travel and other ailments that require treatment with anticholinergic drugs.

Das, H.↗
DOE OSTI2018

The MidAmerica Regional Microgrid Education and Training (MARMET) Consortium

The primary goal of this project was to integrate cutting-edge research and advanced instructional methods to create a flexible, evolving approach to microgrid and distributed energy resources training for all levels of student. This goal entailed the rapid development of modular material to capture and reflect the newest trends in electric power microgrid engineering and to make it available in traditional and non-traditional settings. It was our goal to develop course material that can be readily integrated into either existing courses or organized into new courses. The target audiences include technicians, contractors and consultants, inspectors, policy makers, supervisors, and engineers and undergraduate and graduate students. The main project objectives were to: 1) Perform a gap analysis to identify the research/educational/training needs and define specific implementation plans for these activities in distributed technology and Smart Grid power engineering by working with Department of Energy, the National Network Administrator (NNA) and other Distributed Technology Training Consortia (DTTC). 2) Develop learning content related to, and driven by, microgrid research, consisting of one or more multimedia-based modules. Over the life of the project MARMET provided training to 11,012 students and developed 154,432 contact hours of material (see the IREC NNA, DE-EE0006342, final project report for added details on MARMET evaluation and assessment metrics, as well as an overview of the entire GEARED network. 3) Provide a variety of delivery mechanisms and venues for face-to-face and on-line instruction in power system engineering and related smart grid operations, including university-based courses, short courses, and workshops. 4) Assemble and engage highly-qualified advisory and steering committees of experts from utilities, universities, national laboratories, and product suppliers for this DTTC, to guide and advise the activities of the DTTC, and to assist in creating student internships, coops, research projects and academic competitions for GEARED students within the DTTC and nationally. 5) Convene regular meetings of Consortia partners to disseminate research results among the participants (universities, utilities, and industry). 6) Develop recruitment mechanisms to publicize GEARED student opportunities and highlight the educational benefits of GEARED participation to assure long-term sustainability of student recruitment and retention. 7) Participate in GEARED National Network activities to identify and adopt best practices across all GEARED consortia. 8) Organize, host and manage at least one annual Student-Centered Research Conference on behalf of the GEARED Network during the period of performance; participate in each annual national Student-Centered Research Conference.

14 SOLAR ENERGY↗
NASA NTRS1992

The manned transportation system study - Defining human pathways into space

The Manned Transportation System (MTS) Study, conducted by a NASA-Industry Team (NIT), has developed substantiating data for subsequent NASA decisions on the “right” set of manned transportation elements needed for human access to space. It also provides the framework for detailed definition of those manned transportation elements. Including the next manned transportation system, to be developed. Process and product are presented to inform the aerospace community and subject our approach and conclusions to peer review, NASA/JSC lead the NIT, with participation from KSC, LaRC, MSFC, and NASA/Headquarters, along with six aerospace contractor (Boeing, General Dynamics, Lockheed Martin Marietta, McDonnell Douglas, and Rockwell). Each major milestone was archived through team consensus. Our mission model was derived from the FY90 Civil Needs Data Base (CNDB) and included flight assignments for Department of Defense (DOD) missions. Identifying and defining architecture evaluation criteria, i.e. attributes, specified the amount and type of data needed for each concept under consideration. Several architectures, each beginning with today’s transportation systems, were defined using representative systems to explore our future options and address specific questions currently being debated. Our solutions are a function of the level of space activity the nation chooses to follow. However, they all emphasize affordability, safety, routineness, and reliability. Finally, key issues associated with our current business practices were challenged and the impact associated with those practices quantified.

NASA Langley Research Center↗
DOE OSTI2013

World Record Earned Value Management System Certification for Cleanup of the East Tennessee Technology Park, Oak Ridge, Tennessee, USA - 13181

On projects that require Earned Value Management (EVMS) Certification, it is critical to quickly prepare for and then successfully obtain certification. This is especially true for government contracts. Projects that do poorly during the review are subject to financial penalties to their company and they lose creditability with their customer creating problems with the project at the outset. At East Tennessee Technology Park (ETTP), we began preparing for Department of Energy (DOE) certification early during proposal development. Once the contract was awarded, while still in transition phase from the previous contractor to our new company, we immediately began reviewing the project controls systems that were in place on the project and determined if any replacements needed to be made immediately. The ETTP contract required the scheduling software to be upgraded to Primavera P6 and we determined that no other software changes would be done prior to certification. Next, preparation of the Project Controls System Description (PCSD) and associated procedures began using corporate standards as related to the project controls systems. During the transition phase, development was started on the Performance Measurement Baseline which is the resource loaded schedule used to measure our performance on the project and which is critical to good Earned Value Management of the project. Early on, and throughout the baseline review, there was positive feedback from the Department of Energy that the quality of the new baseline was good. Having this superior baseline also contributed to our success in EVMS certification. The combined companies of URS and CH2M Hill had recent experience with certifications at other Department of Energy sites and we were able to capitalize on that knowledge and experience. Generic PCSD and procedures consistent with our co-operations approach to Earned Value Management were available to us and were easily tailorable to the specifics of our contract and site. We also had corporate EVMS experts available to us so as to draw upon their recent certification experiences with lessons learned. This knowledge was especially helpful for training of personnel that were involved in the certification which included Project Controls, Project Management and Control Account Managers. We were also able to bring in these corporate experts to assist with our training efforts. To assure our readiness for the review, we conducted a 'White Hat' review. The 'White Hat' team consisted of corporate experts in EVMS along with an industry expert in EVMS from Humphrey and Associates. This review identified early any weaknesses that we had so corrections could be enacted prior to the EVMS Certification Readiness Review. It also helped give the evaluators confidence that we had done proper due diligence prior to their arrival. Also critical to our success, was early communication with our evaluators. It is important to start the communications early to ensure you understand the expectations of the certification team and the process that will be used during the certification. Communication through the entire process is critical to understand expectations and issues along the way. Very important to the overall process was management commitment, support and reinforcement. Management made sure that all personnel involved knew the importance and made preparations a priority. This was noted as a key strength by the evaluators during the out-brief. As a result of our preparation, our review yielded one Corrective Action Report (CAR) and two Continuous Improvement Opportunities (CIOs). The Certification team in their out-brief explained that this was the lowest number of CARs and CIOs in the history of EVMS certifications in the DOE Complex. (authors)

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DOE OSTI2020

Acquisition and Implementation of a Comprehensive Environmental Permits Linking Tool at Savannah River Site - 20234

Historically, Savannah River Nuclear Solutions LLC (SRNS) tracked environmental regulatory commitments and the requirements from hundreds of permits at the Savannah River Site (SRS) using several separate methods, making integrated compliance assurance cumbersome and labor-intensive. When SRNS experienced an increase in environmental issues in 2017, SRNS management and U.S. Department of Energy - Savannah River (DOE-SR) management decided a single, proactive approach was needed to capture environmental permit information (including regulations, Consent Orders, DOE Orders, and any other state or federally issued statement of requirements), track the tasks necessary to ensure compliance with these requirements, and thereby mitigate the risk of noncompliance. SRNS developed a list of mandatory objectives that the tool must meet to function as a Comprehensive Environmental Permits Linking Tool (CEPLT). A key requirement was the ability to map Site permits to their governed locations and display the associated requirements at the compliance point (e.g., outfall, stack, waste unit, etc.). Several options included modifying existing onsite resources, building a custom onsite solution, purchasing an off-the-shelf solution, and contracting an offsite developer to build a custom solution. SRNS concluded an off-the-shelf solution with configuration and customization options would provide the flexibility to fit the unique needs of Savannah River Site (SRS) while taking advantage of industry-tested software and providing a reduced deployment timeline. SRNS chose Gensuite{sup R} a, a cloud-based solution that offers numerous a la carte applications in the environmental, health, and safety arenas, as the best candidate. SRNS selected three (3) integrated applications (Compliance Calendar, Permit Manager, and Mapper) to function as the CEPLT. The Compliance Calendar module allows for creation and tracking of regulatory commitment tasks assigned to responsible environmental professionals. Permit Manager organizes permits and other requirement documents, linking the commitments in each to Compliance Calendar tasks and/or implementing procedures. Mapper provides GIS capability for mapping the data from the other two modules to their physical onsite locations. The CEPLT was configured to allow for other SRS Site Tenants to eventually utilize the applications. Additionally, DOE-SR uses the CEPLT to provide an overview of contractor environmental compliance activities and to organize DOE-specific documents and tasks. The CEPLT fulfilled the requirement of meeting current compliance needs as well as providing the ability to grow as new organizations are incorporated and functionality is expanded. SRNS now uses the CEPLT to more effectively manage permit requirements, improve knowledge transfer, and increase the Site's overall protection of the environment, the Site worker, and the public. Possible future uses of the system include integration of mobile applications for timely communication of potential non-compliant conditions and DOE complex-wide deployment allowing for enhanced DOE site and Head Quarters oversight. Implementation of CEPLT will result in cost savings, both in terms of dollars and man-hours. (authors)

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DOE OSTI2012

One System Integrated Project Team: Retrieval And Delivery Of The Hanford Tank Wastes For Vitrification In The Waste Treatment Plant

The One System Integrated Project Team (IPT) was formed in late 2011 as a way for improving the efficiency of delivery and treatment of highly radioactive waste stored in underground tanks at the U.S. Department of Energy's (DOE's) 586-square-mile Hanford Site in southeastern Washington State. The purpose of the One System IPT is to improve coordination and integration between the Hanford's Waste Treatment Plant (WTP) contractor and the Tank Operations Contractor (TOC). The vision statement is: One System is a WTP and TOC safety conscious team that, through integrated management and implementation of risk-informed decision and mission-based solutions, will enable the earliest start of safe and efficient treatment of Hanford's tank waste, to protect the Columbia River, environment and public. The IPT is a formal collaboration between Bechtel National, Inc. (BNI), which manages design and construction of the WTP for the U.S. Department of Energy's Office of River Protection (DOEORP), and Washington River Protection Solutions (WRPS), which manages the TOC for ORP. More than fifty-six (56) million gallons of highly radioactive liquid waste are stored in one hundred seventy-seven (177) aging, underground tanks. Most of Hanford's waste tanks - one hundred forty-nine (149) of them - are of an old single-shell tank (SST) design built between 1944 and 1964. More than sixty (60) of these tanks have leaked in the past, releasing an estimated one million gallons of waste into the soil and threatening the nearby Columbia River. There are another twenty-eight (28) new double-shelled tanks (DSTs), built from 1968 to 1986, that provide greater protection to the environment. In 1989, DOE, the U.S. Environmental Protection Agency (EPA), and the Washington State Department of Ecology (Ecology) signed a landmark agreement that required Hanford to comply with federal and state environmental standards. It also paved the way for agreements that set deadlines for retrieving the tank wastes and for building and operating the WTP. The tank wastes are the result of Hanford's nearly fifty (50) years of plutonium production. In the intervening years, waste characteristics have been increasingly better understood. However, waste characteristics that are uncertain and will remain as such represent a significant technical challenge in terms of retrieval, transport, and treatment, as well as for design and construction ofWTP. What also is clear is that the longer the waste remains in the tanks, the greater the risk to the environment and the people of the Pacific Northwest. The goal of both projects - tank operations and waste treatment - is to diminish the risks posed by the waste in the tanks at the earliest possible date. About two hundred (200) WTP and TOC employees comprise the IPT. Individual work groups within One System include Technical, Project Integration & Controls, Front-End Design & Project Definition, Commissioning, Nuclear Safety & Engineering Systems Integration, and Environmental Safety and Health and Quality Assurance (ESH&QA). Additional functions and team members will be added as the WTP approaches the operational phase. The team has undertaken several initiatives since its formation to collaborate on issues: (1) alternate scenarios for delivery of wastes from the tank farms to WTP; (2) improvements in managing Interface Control Documents; (3) coordination on various technical issues, including the Defense Nuclear Facilities Nuclear Safety Board's Recommendation 2010-2; (4) deployment of the SmartPlant Foundation-configuration Management System; and (5) preparation of the joint contract deliverable of the Operational Readiness Support Plan.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2013

One System Integrated Project Team: Retrieval and Delivery of Hanford Tank Wastes for Vitrification in the Waste Treatment Plant - 13234

The One System Integrated Project Team (IPT) was formed in late 2011 as a way for improving the efficiency of delivery and treatment of highly radioactive waste stored in underground tanks at the U.S. Department of Energy's (DOE's) 586-square-mile Hanford Site in southeastern Washington State. The purpose of the One System IPT is to improve coordination and integration between the Hanford's Waste Treatment Plant (WTP) contractor and the Tank Operations Contractor (TOC). The vision statement is: One System is a WTP and TOC safety-conscious team that, through integrated management and implementation of risk-informed decision and mission-based solutions, will enable the earliest start of safe and efficient treatment of Hanford's tank waste, to protect the Columbia River, environment and public. The IPT is a formal collaboration between Bechtel National, Inc. (BNI), which manages design and construction of the WTP for the U.S. Department of Energy's Office of River Protection (DOEORP), and Washington River Protection Solutions (WRPS), which manages the TOC for ORP. More than fifty-six (56) million gallons of highly radioactive liquid waste are stored in one hundred seventy-seven (177) aging, underground tanks. Most of Hanford's waste tanks - one hundred forty-nine (149) of them - are of an old single-shell tank (SST) design built between 1944 and 1964. More than sixty (60) of these tanks have leaked in the past, releasing an estimated one million gallons of waste into the soil and threatening the nearby Columbia River. There are another twenty-eight (28) new double-shelled tanks (DSTs), built from 1968 to 1986, that provide greater protection to the environment. In 1989, DOE, the U.S. Environmental Protection Agency (EPA), and the Washington State Department of Ecology (Ecology) signed a landmark agreement that required Hanford to comply with federal and state environmental standards. It also paved the way for agreements that set deadlines for retrieving the tank wastes and for building and operating the WTP. The tank wastes are the result of Hanford's nearly fifty (50) years of plutonium production. In the intervening years, waste characteristics have been increasingly better understood. However, waste characteristics that are uncertain and will remain as such represent a significant technical challenge in terms of retrieval, transport, and treatment, as well as for design and construction of WTP. What also is clear is that the longer the waste remains in the tanks, the greater the risk to the environment and the people of the Pacific Northwest. The goal of both projects - tank operations and waste treatment - is to diminish the risks posed by the waste in the tanks at the earliest possible date. About two hundred (200) WTP and TOC employees comprise the IPT. Individual work groups within One System include Technical, Project Integration and Controls, Front-End Design and Project Definition, Commissioning, Nuclear Safety and Engineering Systems Integration, and Environmental Safety and Health and Quality Assurance (ESH and QA). Additional functions and team members will be added as the WTP approaches the operational phase. The team has undertaken several initiatives since its formation to collaborate on issues: (1) alternate scenarios for delivery of wastes from the tank farms to WTP; (2) improvements in managing Interface Control Documents; (3) coordination on various technical issues, including the Defense Nuclear Facilities Nuclear Safety Board's Recommendation 2010-2; (4) deployment of the SmartPlant{sup R} Foundation-Configuration Management System; and (5) preparation of the joint contract deliverable of the Operational Readiness Support Plan. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2012

Managing Waste Inventory and License Limits at the Perma-Fix Northwest Facility to Meet CH2M Hill Plateau Remediation Company (CHPRC) American Recovery and Reinvestment Act (ARRA) Deliverables - 12335

CH2M Hill Plateau Remediation Company (CHRPC) is a prime contractor to the U.S. Department of Energy (DOE) focused on the largest ongoing environmental remediation project in the world at the DOE Hanford Site Central Plateau, i.e. the DOE Hanford Plateau Remediation Contract. The East Tennessee Materials and Energy Corporation (M and EC); a wholly owned subsidiary of Perma-Fix Environmental Services, Inc. (PESI), is a small business team member to CHPRC. Our scope includes project management; operation and maintenance of on-site storage, repackaging, treatment, and disposal facilities; and on-site waste management including waste receipt from generators and delivery to on-site and off-site treatment, storage, and disposal facilities. As part of this scope, M and EC staffs the centralized Waste Support Services organization responsible for all waste characterization and acceptance required to support CHPRC and waste generators across the Hanford Site. At the time of the CHPRC contract award (August 2008) slightly more than 9,000 cubic meters (m{sup 3}) of legacy waste was defined as 'no-path-forward waste'. A significant portion of this waste (7,650 m{sup 3}) comprised wastes with up to 50 grams of special nuclear materials (SNM) in oversized packages recovered during retrieval operations and large glove boxes removed from the Plutonium Finishing Plant (PFP). Through a collaborative effort between the DOE, CHPRC, and Perma-Fix Environmental Services, Inc. (PESI), pathways for these problematic wastes were developed that took advantage of commercial treatment capabilities at a nearby vendor facility, Perma-Fix Northwest (PFNW). In the spring of 2009, CHPRC initiated a pilot program under which they began shipping large package, low gram suspect TRU (<15 g SNM per container), and large package contact and remote handled MLLW to the off-site PFNW facility for treatment. PFNW is restricted by the SNM limits set for the total quantity of SNM allowed at the facility in accordance with the facility's radioactive materials license(s) (RML). While both CHPRC and PFNW maintain waste databases to track all waste movements, it became evident early in the process that a tool was needed that married the two systems to better track SNM inventories and sequence waste from the point of generation, through the PFNW facility, and back to the Hanford site for final disposition. This tool, known as the Treatment Integration and Planning Tool (TIPT), has become a robust planning tool that provides real-time data to support compliant and efficient waste generation, transportation, treatment, and disposition. TIPT is developing into the next generation tool that will change the way in which legacy wastes, retrieval wastes and decontamination and decommissioning operations are conducted on the Plateau Remediation Contract (PRC). The real value of the TIPT is its predictive capability. It allows the W and FMP to map out optimal windows for processing waste through the PFNW facility, or through any process that is in some way resource limited. It allows project managers to identify and focus on problem areas before shipments are affected. It has been modified for use in broader applications to predict turnaround times and identify windows of opportunity for processing higher gram wastes through PFNW and to allow waste generators, site-wide, to accurately predict scope, cost, and schedule for waste generation to optimize processing and eliminate storage, double handling, and related costs and unnecessary safety risks. The TIPT addresses the years old problem of how to effectively predict not only what needs to be done, but when. 'When' is the key planning parameter that has been ignored by the generator and processor for many years, but has proven to be the most important parameter for both parties. While further refinement is a natural part of any development process, the current improvements on the TIPT have shown that prediction is a powerful consideration. Even in lean times expected for the foreseeable future, the improved TIPT continues to play a central role in managing our way through those times to assure facilities remain viable and available. It is recommended that other major remediation projects and waste processing facilities incorporate a tool such as TIPT to improve customer-commercial supplier communications and better optimization of resources. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗