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Spangler, Ryan Matthew

Publications and source records attributed to Spangler, Ryan Matthew.

9 records
All sourcesNASA NTRSDOE OSTI
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 OSTI2024

Digitalization mapping and assessment process supporting ION strategic transformation activities

The existing fleet of commercial nuclear power plants (NPPs) are an important asset in the nation’s portfolio of electrical generating resources. Their continued safe and reliable operation are critical to providing a large source of carbon-free electricity to power the nation’s economy. The United States Department of Energy’s (DOE) Light Water Reactor Sustainability (LWRS) Program develops the scientific bases, methods, and tools, for the continued safe and economical operation of the nation's commercial NPPs. The Plant Modernization Pathway within LWRS Program focuses on providing guidance to industry on the full-scale implementation of modernization solutions for NPPs that significantly reduce the technical and financial risks associated with modernization. This research is focused on helping the nuclear industry understand how to digitize and digitalize their NPPs so that they can design their modernization solutions to be scalable, sustainable, and integrated both laterally and horizontally within their organization. That is, this research creates a digital transformation in NPPs by reshaping cultural mindsets and by identifying business efficiencies. In partnership with industry, and using four previously established guiding principles for digitalization, this research supported NPP modernization through assessing readiness for digitalization as a means to achieve integrated operations for nuclear. Specifically, this research created an assessment to review an entire organization’s work processes to gather information about the digitalization health of the plant. The assessment tools were administered to plant employees, and the results were used to develop a digitalization plan. The survey assessment identified the optimal candidate processes that would most benefit from a digitalization initiative which were revealed through analytical frameworks. One analysis calculated mean digitalization health indicator scores for all endorsed activities which allowed the researchers to rank and color code the results for easy identification. Individual health indicator scores are also provided, should our industry partner wish to understand these findings according to their own organizational priorities, business considerations and desired end-state. The results were also analyzed from the perspective that organizations are comprised of different types of innovators (e.g., generators, optimizers, conceptualizers, and implementers), which differentially affects the organization’s ability to comprehend and adapt to change (i.e., opportunities to innovate). Understanding the relative composition of innovator types at an NPP allows them to gather insights into the strengths and weaknesses they have in innovating how work is performed. For the utility that partnered with this research team, the results showed that implementers make up the largest portion of respondents and conceptualizers the smallest portion. Knowing the proportion of innovator types gave this organization insights on how they can effectively implement their innovation solutions. Additionally, the results were analyzed from a technical, economic, and risk perspective to identify and quantify work reduction opportunities (WROs). Recognizing that not all cost-saving opportunities are the same, a Technical, Economic and Risk Assessment (TERA) was performed to evaluate WROs to identify areas of greatest potential and lowest risk. The key results from TERA included a digitalization opportunity score for each activity, and a calculation of potential cost savings. These two outputs formed the bases for calculating a priority index and rank for the activities/processes assessed. From the prioritization calculations, TERA can then help the utility 1) decide what digitalization priorities to invest money in implementing and then 2) calculates how much should be invested in the digitalization initiatives selected to achieve cost savings and/or an acceptable return on investment. Last, onsite interviews revealed several inefficiencies in the standard work processes that occur cross-departmentally that are due to the absence of digitized and digitalized processes. Examples of these include time spent scanning paper documents and then uploading the documents electronically, obtaining signatures, and searching for desired information. This represents a digital but not digitalized process. Over 15 opportunities to improve work processes were identified through this multi-method digitalization assessment. The various analytical assessments used (e.g., TERA, digitalization health indicator scores), as well as discussions with the utility partner, corroborated that all the opportunities identified had a strong potential to make work processes more efficient and to improve overall performance of the NPP.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
DOE OSTI2024

Quantifying Investment Risk: Analysis of the Purchase Decision of a Nuclear Power Plant (Presentation)

Cost overruns are an ill-fated part of the deployment history of nuclear power plants (NPPs) in the United States, and yet studies increasingly show the important role nuclear technologies must play in decarbonizing the U.S. economy. Paradoxically, then, a key piece of a coherent decarbonization strategy depends on attracting investor action to a purchase where historical cost overruns have been sizable. To address this challenge, this study aims to develop a financial model that quantifies the risk of cost overruns in the decision-making process for purchasing advanced reactor concepts. Using the concept of value at risk (VaR), the model is built to evaluate financial risk nuclear construction with the aim to identify risk mitigation strategies. The objective is to identify strategies to mitigate cost-risk challenges and assess the potential reduction in investor risk exposure. This paper presents the initial development and preliminary verification of the financial risk analysis model. The development of this model involved a comprehensive approach to estimating financial risk over the operating life of NPP that stems from construction uncertainties. By utilizing net present value (NPV) with discounted cash flows, the model captures the complex interconnections of project costs, construction timelines, revenue, and uncertainties. Verifying the model involved testing historical data from previous reactor construction projects against the construction project of Vogtle 3 and 4. This paper’s results present the comparison of the preconstruction cost overrun prediction with the current cost estimates from a nearly complete Vogtle 3 and 4.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2024

Quantifying Investment Risk: Analysis of the Purchase Decision of a Nuclear Power Plant

Cost overruns are an ill-fated part of the deployment history of nuclear power plants (NPPs) in the United States, and yet studies increasingly show the important role nuclear technologies must play in decarbonizing the U.S. economy. Paradoxically, then, a key piece of a coherent decarbonization strategy depends on attracting investor action to a purchase where historical cost overruns have been sizeable. To address this challenge, this study aims to develop a financial model that quantifies risk of cost overruns in the decision-making process for purchasing advanced reactor concepts. Using the concept of Value at Risk (VaR), the model is built to evaluate financial risk nuclear construction with the aim to identify risk mitigation strategies. The objective is to identify strategies to mitigate cost-risk challenges and to assess the potential reduction in investor risk exposure. The paper presents the initial development and preliminary verification of the financial risk analysis model. The development of this model involved a comprehensive approach to estimating financial risk over the operating life of NPP that stems from construction uncertainties. By utilizing net present value (NPV) with discounted cash flows, the model captures the complex interconnections of project costs, construction timelines, revenue, and uncertainties. Verification of the model involved testing historical data from previous reactor construction projects against the construction project of Vogtle 3 and 4. The results of this paper present the comparison of the preconstruction cost overrun prediction with the current cost estimates from a nearly complete Vogtle 3 and 4.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2024

Development of Human and Technology Integration Guidance for Work Optimization and Effective Use of Information

Existing nuclear power contributes to roughly 20% of the total electricity generation, and consistently provides the highest capacity factor of any other electricity generating resource in the United States. Despite these advantages, the existing nuclear power plant fleet in the United States has been enduring significant challenges in providing electricity in a cost-competitive manner, which has ultimately threatened the long-term economic viability of these plants. A major contributor to these increased operating and maintenance costs has been the continued reliance of a large workforce who perform their work under an operating model that has largely remained unchanged since the commissioning of these nuclear power plants. Unfortunately, while this operating model has provided safe and reliable electricity, other industries have already began transforming their workforce through the use of advanced digital technology and automation that has reduced their operating and maintenance cost significantly. In order for the United States nuclear industry to remain economically viable, a similar transformation must be considered in which digital technologies and automation capabilities are brought in to support key plant functions across all work functions across plant operation, maintenance, and support. To effectively integrate digital technology and automation in the existing nuclear power plant operating model, a multidisciplinary approach is needed that addresses technological and sociotechnical (i.e., human and technology integration) considerations. This report describes an extension to the human and technology integration methodology, herein referred to as Human Integration and Technology Task Force for Work Management Optimization (HITT), to support the safe, reliable, and efficient use of proposed innovations with the intended users in their intended environment to perform their intended tasks. By effectively incorporating human and technology integration into a plant modernization effort by using HITT, we believe that a utility can significantly improve work performance and overall workforce quality of life. For instance, if HITT is performed to optimize work management, scheduling performance and scope stability can be improved by up to 10%. HITT enables these benefits through developing a rich understanding of the work being performed, the utility’s vision, and the opportunities that provide greatest value to optimize performance through a 10-step process illustrated below as a quick guide. The quick guide contains links in the righthand side of each step that allows for navigation to the detailed section (Section 4) of HITT in this technical report.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2023

Development of a Technical, Economic, and Risk Assessment Tool for the Evaluation of Work Reduction Opportunities

Efficient and cost-effective operation of a nuclear power plant (NPP) is essential to ensuring long-term economical and safe operation. Multiple cost saving opportunities exist, referred to here as work reduction opportunities (WRO). These WROs reduce plant operating costs by employing various cost-effective strategies (e.g., implementation of modern technologies). Identifying and objectively screening WROs is an essential task to help reduce overall costs. However, there is no comprehensive framework for assessing WROs in the nuclear industry and evaluating their impact on plant operations. This report presents a novel framework for systematically evaluating WROs from a technical, economic, and risk perspective. As NPPs continue to add new technology and implement modernization strategies into their current processes, potential WROs are commonly identified. Although most WROs have the potential to reduce costs, not all opportunities will result in significant cost savings due to unforeseen risks, large implementation costs, or benefits that fall short of expectations. Examples of this can be the result of a technology that is not fully developed, uncertainty in the amount of cost reduction, or difficulties introducing a new process into an organization. These uncertainties can manifest several ways and can result in a WRO with limited cost savings or even a loss of investment. The framework developed emphasizes the importance of effectively screening the WROs from a holistic perspective to objectively identify inefficiencies and ensure a positive impact to the organization. This report presents the Technical, Economic, and Risk Assessment (TERA) as a key methodology for the screening and evaluation of potential WROs. The TERA framework begins with a screening phase where the process is examined through a hybrid combination of Lean Six Sigma and Integrated Operations for Nuclear (ION) guiding principles. This framework examines the current processes using the Lean Six Sigma SIPOC (Suppliers, Inputs, Process, Outputs, Consumers) methodology but retains the ION key elements of People, Technology, Process, and Governance as important factors to the nuclear decision-making process. By combining the principles of Lean Six Sigma and ION, the developed screening process is specific to the nuclear industry in that it systematically evaluates WROs in order to implement new technology that is comprehensively evaluated. The TERA begins by mapping current processes as they relate to WROs and examining the inefficiencies. Furthermore, the created process map can be used to identify and evaluate potential solutions. Using key performance indicators (KPIs), the TERA evaluates each area—technology, economics, and risk—for uncertainties and to perform cost-benefit analysis. The results of the TERA are important KPIs that allow for an evaluation of different processes and technology implementations. This assessment enables decision-makers to compare various WROs based on metrics and then make informed decisions for which opportunity to implement first. This research includes not only the creation of the TERA framework, but also the evaluation of its performance. A case study for screening potential WROs at Southern Nuclear Company is presented that utilizes the TERA methodology. Through the use of TERA, various WROs were screened, and the solutions evaluated for cost-benefit expectations. The report concludes by summarizing the overall effort and implications for utility modernization. The performance of the screening and TERA are discussed as well as the impact on the nuclear industry. The TERA process enables utilities to evaluate and inform investment decisions for WROs and mitigate any potential risks. Through this research, we provide utilities with a valuable framework to optimize operations, reduce costs, and drive continuous process improvement.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2023

Quantifying Uncertainty of Deep Reinforcement Learning Based Decision Making for Operations and Maintenance of Nuclear Power Plant

This paper summarizes research that integrates condition monitoring and prognostics with decision making for nuclear power plant operations and maintenance. As part of this research, we have developed an online asset management tool to help reduce life-cycle maintenance and repair costs. Using the latest advancements in condition monitoring, supply chain analytics, and deep reinforcement learning, we have created a predictive maintenance tool that can optimize the maintenance and spare-part management of a repairable nuclear system. To demonstrate these methods, preliminary studies were conducted on a simple, representative maintenance system undergoing a stochastic degradation process that requires repairs or replacement to continue operation. Through Monte Carlo simulations, we were able to reduce maintenance spending by approximately 50% compared to optimized, time-based maintenance strategies. Not only does the decision maker reduce the average life-cycle costs, it also minimizes the chance of high cost scenarios, lowering the variance of the expected cost distributions, and reducing overall financial risk. Furthermore, this work also studies the ability of the decision maker to handle various levels of noise from observation uncertainty. By introducing uncertainty into the decision-making process, we have quantified the robustness and resiliency of the decision maker, as well as identified necessary levels of observability to demonstrate cost effectiveness.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2022

Risk-Informed Operations and Maintenance Decision Making Using Deep Reinforcement Learning

A challenge for operating nuclear power plants is the significant cost of operations and maintenance, at times consuming up to 66% of annual operating costs. This project aims to build a framework for a risk-informed asset-management tool that integrates inspections, repairs, spare-part inventory, supply chain, and business choices to lower overall O&M costs. Our approach uses a combination of data-driven modeling and deep reinforcement learning to create and implement optimal maintenance policies for the existing nuclear fleet, as well as new advanced reactors. The creation of an asset management tool that uses these advanced methods will give operators new capabilities to help reduce the burden of O&M spending in nuclear power plants.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗