Working with Small Businesses
Fermilab is committed to purchase goods and services from small businesses. In fiscal year 2017, Fermilab awarded over $63 million in contracts to small businesses.
Fermilab↗
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Results for “BUSINESS”
Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
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Working with Small Businesses
Fermilab is committed to purchase goods and services from small businesses. In fiscal year 2018, Fermilab awarded over $58 million in contracts to small businesses.
Fermilab↗
Working with small businesses
Fermilab is committed to purchase goods and services from small businesses. In fiscal year 2020, Fermilab awarded almost $56 million in contracts to small businesses.
Fermilab↗
ENABLING BUSINESS-DRIVEN INNOVATION THROUGH HUMAN FACTORS ENGINEERING IN NUCLEAR POWER PLANTS
For existing United States nuclear power plant fleet to remain economically viable, the nuclear industry needs to fundamentally change the way in which these plants are operated, maintained, and supported. A digital transformation is a key strategy to address this challenge. Though, guidance in this area is a continued effort. One framework to support innovation in the nuclear industry has taken a broader perspective by focusing on how technology can be used to meet specific business needs and work for the people and processes at hand. This work discusses the role and value of human factors engineering within this nuclear innovation framework. Human factors methods are presented here regarding how they address the phases of nuclear innovation. This work seeks to describe how human factors can be applied in nuclear innovation by strengthening the alignment of technology, people, processes, and regulations such that the needs of the business is addressed.
99 GENERAL AND MISCELLANEOUS↗
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)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Session 022 - Panel: Doing Business with the US Department of Energy (R1.8)
This panel session provided a fast-paced, high-energy and thought-provoking session on how to do business with the US DOE. Representatives from the Office of EM and the NNSA gave attendees insight on how to market and seek opportunities within their program offices, sites and laboratories, along with suggestions from a successful small business in the DOE market. Panelists with presentations: Department of Energy Office of Environmental Management (EM) (Norbert Doyle); Indian Eyes, LLC - What We Learned (video, Roxie Schescke)
99 GENERAL AND MISCELLANEOUS↗
Assessing Customer Experience and Business Models around Price-to-Device Communication and Smart Control Pathways in CalFlexHub
California is facing three major challenges in electrical grid operation: renewable overgeneration, steep evening ramping, and growing peak demand. The state has identified dynamic retail price response as a key strategy evidenced by CPUC’s Dynamic Rates proceeding and CEC’s Load Management Standards. Furthermore, the CEC launched a $16M “California Load Flexibility Research and Deployment Hub (CalFlexHub)” administered by Berkeley Lab to accelerate price-response flexible load technologies in buildings and EV charging. There are more than 16 laboratory and field demonstration projects in CalFlexHub, each demonstrating innovative automated price-response technologies. CalFlexHub tests various pathways through which hourly price signals and triggered control commands are communicated to load-flexible devices such as smart thermostats, heat pumps, water heaters, and EVs. We identified seven unique communication and control pathways, which involve combinations of third-party cloud, device OEM’s cloud, building central gateway, and local controller in between the price server and the load-flexible devices. It is important for utilities and policy makers to understand the long-term implications of each pathway in designing future programs and creating related policies and mandates for market transformation. We propose an evaluation framework including the following aspects: ● Functionality: connectivity and uptime, resilience, and optimization; ● Customer experience: simplicity in setup, troubleshooting support, continuity, customer choice, first cost, and ongoing cost; ● Business model and scalability: advance interoperability, holistic solution, bridge unique gap, customer base, and value streams and pricing structures. In this paper, we identify emerging business models associated with each communication pathway and discuss their positive features and challenges from the above aspects.
Liu, Jingjing↗
B-Biz: Building Business Network
The Building Business Network (B-Biz) aims to provide high-performance building technology solutions to underserved customers by collaborating with local small businesses that provide and service high-performance building technologies in communities with the lowest rates of adoption.
BTO↗
Benefits and costs of a utility-ownership business model for residential rooftop solar photovoltaics
The rapid growth of rooftop solar photovoltaic systems can pose a number of financial challenges for electric utility shareholders and their customers. One potential pathway to resolving these perceived challenges involves allowing utilities to own and operate rooftop solar systems. However, the financial benefits and costs of this business model are not well understood. Here we model the financial performance of a large-scale utility-owned residential rooftop solar programme. Furthermore, over a 20 yr period, the programme increases shareholder earnings by 2–5% relative to a no-solar scenario, compared to a 2% earnings loss when an equivalent amount of rooftop solar is instead owned by non-utility parties. Such a programme could therefore be attractive from the perspective of utility investors. The impacts on utility customers, however, are more mixed, with average bills of non-solar customers increasing by 1–3% compared to the no-solar scenario, similar to the 2% increase under traditional, non-utility-ownership structures.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Optimizing Residential HVAC Systems: Evaluating How the Usage of Smart Diagnostic Tools for Quality Installation and Commissioning Impacts System Performance and HVAC Contractor Businesses
The adoption of digital quality installation and fault detection tools has the potential to transform the $14 billon residential heating, ventilating, and air conditioning (HVAC) service and installation industry. Increased market penetration can be accelerated by providing an increased understanding of the energy and economic value proposition of the usage of these tools. In tandem with energy and HVAC system performance impact research and analysis, the Southface Team investigated the economic business implications for HVAC service and installation contractors adopting the use of measureQuick (mQ), a smart diagnostic app that aids in quality installation and fault detection and works agnostically with Bluetooth-enabled HVAC technician tools.
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
Using Solar Business Models to Expand the Distributed Wind Market (Presentation)
This presentation to attendees at Wind Powering America's All-States Summit in Chicago describes business models that were responsible for rapid growth in the solar industry and that may be applicable to the distributed wind industry as well.
14 SOLAR ENERGY↗
Foundations of Off-Grid Solar in Haiti: 7. Elements of Business Models for Off-Grid Solar
This training lends insight into key information and concepts for off-grid solar in Haiti, building foundational knowledge and an ability to catalyze interest in off-grid solar for rural electrification in Haiti. This self-paced course is offered in both English and French and covers a variety of topics related to energy access in Haiti including off-grid solar products, market potential in Haiti, supply and demand side considerations, system design, installation and maintenance, off-grid solar business models, financial modeling, gender and energy access, productive use of energy, and climate adaptation. The training is intended for university students, government partners, NGOs, funders, development partners, professionals, and more. No prior knowledge of off-grid solar or Haiti is required to benefit from this training. See NREL/PR-7A40-89261 for the French translation of this document.
business↗
Ethics in the Legal and Business Practices of Radiation Oncology
Ethical issues arise when a professional endeavor such as medicine, which seeks to place the well-being of others over the self-interest of the practitioner, meets granular business and legal decisions involved in making a livelihood out of a professional calling. The use of restrictive covenants, involvement in self-referral patterns, and maintaining appropriate comity among physicians while engaged in the marketplace are common challenges in radiation oncology practice. A paradigm of analysis is presented to help navigate these management challenges.
62 RADIOLOGY AND NUCLEAR MEDICINE↗
Payment Of the New Mexico Environment Department- Hazardous Waste Bureau Annual Business and Generation Fees Calendar Year 2011
The purpose of this letter is to transmit to the New Mexico Environment Department-Hazardous Waste Bureau (NMED-HWB), the Los alamos National Laboratory (LANL) Annual Business and Generation Fees for calendar year 2011. These fees are required pursuant to the provisions of New Mexico Hazardous Waste Act, Chapter 74, Article 4, NMSA (as amended). The Laboratory's Fenton Hill Facility did not generate any hazardous waste during the entire year, and is not required to pay a fee for calendar year 2011. The enclosed fee represents the amount for a single facility owned by the Department of Energy and co-operated by the Los Alamos National Security, LLC (LANS).
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Exploring the Potential Business Case for Synergies Between Natural Gas and Renewable Energy
Natural gas and renewable energy each contribute to economic growth, energy independence, and carbon mitigation, sometimes independently and sometimes collectively. Often, natural gas and renewables are considered competitors in markets, such as those for bulk electricity. This paper attempts to address the question, 'Given near- and long-term needs for abundant, cleaner energy sources and decarbonization, how can more compelling business models be created so that these two domestic forms of energy work in greater concert?' This paper explores revenue opportunities that emerge from systems-level perspectives in 'bulk energy' (large-scale electricity and natural gas production, transmission, and trade) and four 'distribution edge' subsectors: industrial, residential, commercial, and transportation end uses.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
On the Path to SunShot. Utility Regulatory and Business Model Reforms for Addressing the Financial Impacts of Distributed Solar on Utilities
Net-energy metering (NEM) has helped drive the rapid growth of distributed PV (DPV) but has raised concerns about electricity cost shifts, utility financial losses, and inefficient resource allocation. These concerns have motivated real and proposed reforms to utility regulatory and business models. This report explores the challenges and opportunities associated with such reforms in the context of the U.S. Department of Energy's SunShot Initiative. Most of the reforms to date address NEM concerns by reducing the benefits provided to DPV customers and thus constraining DPV deployment. Eliminating NEM nationwide, by compensating exports of PV electricity at wholesale rather than retail rates, could cut cumulative DPV deployment by 20% in 2050 compared with a continuation of current policies. This would slow the PV cost reductions that arise from larger scale and market certainty. It could also thwart achievement of the SunShot deployment goals even if the initiative's cost targets are achieved. This undesirable prospect is stimulating the development of alternative reform strategies that address concerns about distributed PV compensation without inordinately harming PV economics and growth. These alternatives fall into the categories of facilitating higher-value DPV deployment, broadening customer access to solar, and aligning utility profits and earnings with DPV. Specific strategies include utility ownership and financing of DPV, community solar, distribution network operators, services-driven utilities, performance-based incentives, enhanced utility system planning, pricing structures that incentivize high-value DPV configurations, and decoupling and other ratemaking reforms that reduce regulatory lag. These approaches represent near- and long-term solutions for preserving the legacy of the SunShot Initiative.
14 SOLAR ENERGY↗
On the Path to SunShot - Utility Regulatory Business Model Reforms forAddressing the Financial Impacts of Distributed Solar on Utilities
Net-energy metering (NEM) with volumetric retail electricity pricing has enabled rapid proliferation of distributed photovoltaics (DPV) in the United States. However, this transformation is raising concerns about the potential for higher electricity rates and cost-shifting to non-solar customers, reduced utility shareholder profitability, reduced utility earnings opportunities, and inefficient resource allocation. Although DPV deployment in most utility territories remains too low to produce significant impacts, these concerns have motivated real and proposed reforms to utility regulatory and business models, with profound implications for future DPV deployment. This report explores the challenges and opportunities associated with such reforms in the context of the U.S. Department of Energy’s SunShot Initiative. As such, the report focuses on a subset of a broader range of reforms underway in the electric utility sector. Drawing on original analysis and existing literature, we analyze the significance of DPV’s financial impacts on utilities and non-solar ratepayers under current NEM rules and rate designs, the projected effects of proposed NEM and rate reforms on DPV deployment, and alternative reforms that could address utility and ratepayer concerns while supporting continued DPV growth. We categorize reforms into one or more of four conceptual strategies. Understanding how specific reforms map onto these general strategies can help decision makers identify and prioritize options for addressing specific DPV concerns that balance stakeholder interests.
14 SOLAR ENERGY↗
The Business Case for Fuel Cells: Delivering Sustainable Value
This report, written and compiled by Argonne National Laboratory and the Fuel Cell and Hydrogen Energy Association with support from the Fuel Cell Technologies Office, provides an overview of private sector fuel cell installations at U.S. businesses as of December 31, 2016. Over the past few decades, hundreds of thousands of fuel cells have been installed around the world, for primary or backup power, as well as in various other applications including portable and emergency backup power. Fuel cells have also been deployed in other applications such as heat and electricity for homes and apartments, material handling, passenger vehicles, buses, and remote, off-grid sites.
25 ENERGY STORAGE↗