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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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All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

A Systematic Evidence Based Performance Approach to Regulation of Nuclear Sites in England and Wales - 20058

The Environment Agency for England has developed a systematic evidence-based approach to pursue our strategic environmental objectives for the regulation of nuclear sites. We use an annual evidence review process to ensure effective and efficient targeting of limited resources to achieve those objectives. Over the last 8 years, we have been developing and refining this approach to ensure risk-based and value driven regulation. The approach comprises nuclear site and nuclear sector review processes known as Site Environment Review (SER) and Nuclear Environment Review (NER). This approach complements our regulation of nuclear site permit holders under the Environmental Permitting Regulations (EPR). We deliver our regulation of nuclear sites in England and Wales alongside the Office for Nuclear Regulation. The SER process involves the lead regulator for each nuclear site assessing the permit holder's environmental performance across 14 themes, set within the context of the site's main activities and associated waste disposals. Our themes include environmental leadership, resources and climate change, radioactive waste management, facility management and decommissioning, groundwater, and environmental radiological protection. We use evidence from site inspections and working within our subject matter groups to grade current and predicted future environmental performance. We are particularly interested in sustainability and the application of Best Available Techniques (BAT) to prevent the creation, and minimise the disposal, of radioactive wastes. We use risk analysis (strengths, weaknesses, threats and opportunities) to examine performance against our strategic environmental objectives, which are set out, in our 5-year Nuclear Delivery Plan (NDP). The output supports the targeting of our resources at each nuclear site. We consult the relevant permit holders on the SER priorities and use their feedback to refine our plans. We expect all permit holders to take account of our priorities when considering their own programmes of work, objectives and plans. The NER process brings together what we learn and achieve through regulation across the sector. It provides input to planning priorities, supported by qualitative and semi-quantitative evidence. It covers the 28 nuclear sites in England and Wales and spans the same 14 environmental themes. During the process we collate, compile and summarise evidence from the SERs and other sources such as inspection reports and evidence from our other nuclear work programmes. The output is the NER annual report. This provides a snapshot of the status of the nuclear sector and gives insights to enable us to regulate more efficiently and effectively. It also takes account of cross-cutting issues and risks such as changes in international standards, domestic policy, regulatory framework, domestic standards and guidance, learning from experience such as incidents, events and good practice, and innovation, research and development. It provides graphics that illustrate the grading of environmental performance for the nuclear sector across the fourteen environmental themes. This analysis allows benchmarking of nuclear site's environmental performance and the visualisation provides a convenient comparison of performance across themes, sites, and over time. We use this intelligence to inform our investment in training and development of our staff, and our cross-cutting engagement on strategic issues with government, the Nuclear Decommissioning Authority (NDA) and other corporate organisations. Adopting this approach can provide benefits with organisational reputation, stakeholder participation and ensuring value from the public investment. This paper describes the history of the SER/NER process, a selection of outputs from the process and ideas for improvement. The paper will be of interest to other regulators and organisations across the world that are interested in supporting continuous improvement. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2009

Strategies for Ground Based Testing of Manned Lunar Surface Systems

Integrated testing (such as Multi-Element Integrated Test (MEIT)) is critical to reducing risks and minimizing problems encountered during assembly, activation, and on-orbit operation of large, complex manned spacecraft. Provides the best implementation of "Test Like You Fly:. Planning for integrated testing needs to begin at the earliest stages of Program definition. Program leadership needs to fully understand and buy in to what integrated testing is and why it needs to be performed. As Program evolves and design and schedules mature, continually look for suitable opportunities to perform testing where enough components are together in one place at one time. The benefits to be gained are well worth the costs.

Beyer, Jeff↗
DOE OSTI2024

PV Performance Modeling and Stakeholder Engagement (Final Technical Report)

This core capability project’s objective is to increase the value of photovoltaic (PV) performance models by improving their functionality, demonstrating, and quantifying their validity, and offering a wide range of stakeholder engagement opportunities. In FY22-24, we developed new and improved modeling algorithms and functions to represent PV performance more accurately in a variety of environments and conditions. The “Model parameter toolkit” was developed and includes functions to translate between different module temperature models, incidence angle modifier models, and single-diode models. A new modeling capability named “PV Atlas” was also developed leveraging Sandia’s High Performance Computing resources. This capability allows us to investigate several questions and provide climate-specific best practices and geographic data files; all these are hosted on an interactive website on Sandia’s GitHub and can be used for training, system optimization, or to provide best practices for uncertainty reduction. For model validation, we published high-quality PV performance, and weather data; these data are well documented, filtered, and processed for quality and include examples on how to run PV simulations. We also developed well documented, standardized methods for validating PV models and ran independent model validation and 2 blind modeling intercomparisons engaging with 49 organizations from 17 countries. We co-led and contributed to a growing, well documented and maintained suite of open-source functions for PV modeling (i.e., the pvlib-python) and we outreached to the PV modeling stakeholders via the PVPMC workshops and web resources. In addition, this project supported US representation and leadership for the International Energy Agency (IEA) PVPS Task 13; specifically, members of our team led and supported 3 subtasks on: 1) Best practices for the optimization of bifacial photovoltaic tracking, 2) Extreme weather events and their multiple impact on PV power plants: Risks, failure mechanisms and mitigation strategies, and 3) Best practice guidelines for the use of economic and technical Key Performance Indicators (KPIs). This project resulted in the publications of 14 peer reviewed journal papers, 37 conference presentations, 6 SAND reports, 5 public datasets and 6 new webpages on the PVPMC website. It supported the release of 13 pvlib-python versions where 28 enhancements were from this PV Performance Modeling project. We co-organized 5 PVPMC workshops in FY22-24 with the participation of 214 unique institutions and around 700 participants. The PVPMC website was redesigned, and its reliability was improved; it receives over 50,000 visitors/year from 202 unique countries.

14 SOLAR ENERGY↗
NASA NTRS2016

Schedule Matters: Understanding the Relationship between Schedule Delays and Costs on Overruns

This paper examines the relationship between schedule delays and cost overruns on complex projects. It is generally accepted by many project practitioners that cost overruns are directly related to schedule delays. But what does "directly related to" actually mean? Some reasons or root causes for schedule delays and associated cost overruns are obvious, if only in hindsight. For example, unrealistic estimates, supply chain difficulties, insufficient schedule margin, technical problems, scope changes, or the occurrence of risk events can negatively impact schedule performance. Other factors driving schedule delays and cost overruns may be less obvious and more difficult to quantify. Examples of these less obvious factors include project complexity, flawed estimating assumptions, over-optimism, political factors, "black swan" events, or even poor leadership and communication. Indeed, is it even possible the schedule itself could be a source of delay and subsequent cost overrun? Through literature review, surveys of project practitioners, and the authors' own experience on NASA programs and projects, the authors will categorize and examine the various factors affecting the relationship between project schedule delays and cost growth. The authors will also propose some ideas for organizations to consider to help create an awareness of the factors which could cause or influence schedule delays and associated cost growth on complex projects.

Overruns↗
DOE OSTI2022

Molten Salt vs. Liquid Sodium Receiver Selection Using the Analytic Hierarchy Process

An international team led by NREL analyzed the favorability of two alternative liquid receiver designs for a 700+ degrees C receiver under the Gen3 CSP Liquid Pathway project. The competing liquid heat transfer fluids were a ternary chloride salt and liquid-metal sodium. The team applied a facilitated analytic hierarchy process (AHP) to arrive at a recommended alternative and set a path forward for the project. The AHP criteria were formulated, weighted, and scored by the project leadership team and technical advisory committee consisting of energy industry and CSP experts. The six- month process culminated with a two-day workshop where the sodium alternative was deemed to have both a significantly higher benefit (19.3%) and a lower LCOE (11.4%), with only a slightly higher risk (~3%) than the salt alternative. Consequently, a sodium-receiver design was selected for the Liquid Pathway project, where it will be used to charge a two- tank chloride salt thermal energy storage system.

analytic hierarchy process↗
NASA NTRS2018

How Public Private Partnerships Enable NASA Future Space Communication Needs

The NASA Space Communications and Navigation (SCaN) Program is responsible for providing communication and navigation services to scientific and human space exploration missions. SCaN's current Space Network provides radio frequency (RF) relay services to near Earth space missions via Tracking and Data Relay Satellites (TDRS). SCaN plans to offer a new generation of relay services beginning in 2025, including the addition of optical communications capabilities and enhanced RF capabilities. The primary drivers behind the development of these next generation relay network services are to enhance communication and navigation services with significantly reduced development and operational costs. Several approaches being considered for implementation of these services are through government owned capabilities, through commercial service providers, or a combination of the two. One approach receiving a great deal of attention is the use of Public-Private Partnerships (PPP) to develop and provide capabilities or services. Utilizing Public-Private Partnerships allows NASA and commercial entities to share the investment, standards, and risks of developing and testing new or enhanced capabilities which can benefit both NASA and the commercial space communication industry. The capabilities developed under the PPP can then be used to support the growth of the commercial satellite communications industry while simultaneously being introduced into NASA operations to provide service to future NASA missions as part of the NASA Next Generation Architecture. Partnerships formed for this purpose can also serve as the basis for further NASA acquisition activities where government and industry can continue to share the cost, risk, and benefits of space communications capability development and operations. This objective is consistent with the 2010 National Space Policy stated principles: "The United States is committed to encouraging and facilitating the growth of a U.S. commercial space sector that supports U.S. needs, is globally competitive, and advances U.S. leadership in the generation of new markets and innovation-driven entrepreneurship." [1]NASA has conducted several internal studies as well as externally funded studies with industry to define the next generation space communication architecture. NASA has approached the commercial industry through a Request for Information (RFI) to define further the next generation architecture and has conducted numerous internal and external studies. The results are promising and are shaping the approach to utilize Public Private Partnership to achieve NASA's objectives while reducing costs. The commercial satellite industry has begun to deploy high performance, high throughput global satellite constellations which have the potential to provide communication services to NASA Missions. Commercial satellite manufacturers have advanced their processes to rapidly design, build, and deliver, reliable communication satellites using minimum government oversight. In this paper, we will 1) describe the NASA Next Generation Architecture, Concept of Operations (ConOps), and salient characteristics; 2) Discuss the rational of Public-Private Partnerships to achieve NASA’s next generation communication architecture; and 3) Summarize the preliminary analysis performed to date and describe the path forward.

Stegeman, James↗
DOE OSTI2021

Molten Salt vs. Liquid Sodium Receiver Selection Using the Analytic Hierarchy Process: Preprint

An international team led by NREL analyzed the favorability of two alternative liquid receiver designs for a 700+ °C receiver under the Gen3 CSP Liquid Pathway project. The competing liquid heat transfer fluids were a ternary chloride salt and liquid-metal sodium. The team applied a facilitated analytic hierarchy process (AHP) to arrive at a recommended alternative and set a path forward for the project. The AHP criteria were formulated, weighted, and scored by the project leadership team and technical advisory committee consisting of energy industry and CSP experts. The six-month process culminated with a two-day workshop where the sodium alternative was deemed to have both a significantly higher benefit (19.3%) and a lower LCOE (11.4%), with only a slightly higher risk (~3%) than the salt alternative. Consequently, a sodium-receiver design was selected for the Liquid Pathway project, where it will be used to charge a two-tank chloride salt thermal energy storage system.

41 EE - Solar Energy Technologies Office (EE-4S)↗
DOE OSTI2021

Molten Salt vs. Liquid Sodium Receiver Selection Using the Analytic Hierarchy Process

An international team led by NREL analyzed the favorability of two alternative liquid receiver designs for a 700+ degrees C receiver under the Gen3 CSP Liquid Pathway project. The competing liquid heat transfer fluids were a ternary chloride salt and liquid-metal sodium. The team applied a facilitated analytic hierarchy process to arrive at a recommended alternative and set a path forward for the project. The AHP criteria were formulated, weighted, and scored by the project leadership team and technical advisory committee consisting of energy industry and CSP experts. The six-month process culminated with a two-day workshop where the sodium alternative was deemed to have both a significantly higher benefit (19.3%) and a lower LCOE (11.4%), with only a slightly higher risk (~3%) than the salt alternative. Consequently, a sodium-receiver design was selected for the Liquid Pathway project, where it will be used to charge a two-tank chloride salt thermal energy storage system.

central receiver↗
NASA NTRS2016

Leadership Development Program Final Project

TOSC is NASA's prime contractor tasked to successfully assemble, test, and launch the EM1 spacecraft. TOSC success is highly dependent on design products from the other NASA Programs manufacturing and delivering the flight hardware; Space Launch System(SLS) and Multi-Purpose Crew Vehicle(MPCV). Design products directly feed into TOSC's: Procedures, Personnel training, Hardware assembly, Software development, Integrated vehicle test and checkout, Launch. TOSC senior management recognized a significant schedule risk as these products are still being developed by the other two (2) programs; SVE and ACE positions were created.

Design products required for Engineering↗
DOE OSTI2022

The Demand for a Domestic Offshore Wind Energy Supply Chain

In March of 2021, the Biden-Harris Administration established a National Offshore Wind Target to install 30 GW by 2030. This ambitious goal was not only intended to help reduce dependencies on fossil fuels, but also represents an opportunity to establish a new and sustainable industry in the United States. The announcement referenced the potential benefits of establishing a domestic supply chain, including the opportunity for existing suppliers to produce thousands of components while creating tens of thousands of jobs over the course of the decade. This vision by the Biden-Harris Administration aligns with the perspective of the offshore wind industry. At a Leadership 100 event hosted by the Business Network for Offshore wind in 2019, offshore wind developers and manufacturers identified the need for a roadmap outlining a pathway to a domestic supply chain as the top priority facing the industry. Building up domestic manufacturing capabilities will not only energize local industries but can potentially de-risk individual project by reducing reliance on importing resources from European or Asian markets. Although establishing a domestic supply chain will require significant investment, it has the potential to create substantial benefits throughout the industry and, by extension, on the decarbonization goals of the United States. This study characterizes the challenges and opportunities facing the growth of a domestic supply chain industry and evaluates the potential benefits that could be achieved through the creation of the supply chain. This report is the first of a two-part series which will describe the full supply chain roadmap and the associated benefits; the current report focuses on the high-level deployment, workforce, and component requirements that need to be met to achieve the National Offshore Wind Target. We will present: 1. A deployment pipeline that demonstrates the pathway to 30 GW, the associated demand for major fixed-bottom and floating offshore wind components (turbines, foundations, cables, substations), and the vessel and port requirements to support these installation activities. 2. A series of sensitivity analyses showing how the demand for components, ports, and vessels changes for different technology pathways and availability of the global supply chain. 3. An estimate of the total number of jobs that would be required to support these deployment scenarios under varying levels of assumed domestic content. 4. A comprehensive list of the Tier 1, 2, and 3 components (finished components, subassemblies, and subcomponents) required to construct fixed-bottom and floating offshore wind projects. 5. A discussion of critical path components that represent a significant challenge, bottleneck, or risk for a future domestic supply chain.

17 WIND ENERGY↗
NASA NTRSDate not supplied

A physician’s working group guides COVID-19 prevention in a mission critical environment

Background A team was assembled at the National Aeronautics and Space Administration’s (NASA) Johnson Space Center (JSC) to help navigate the shifting COVID-19 pandemic. Their goal was to mitigate the impact of COVID on astronauts, other essential personnel, and the human spaceflight program. This team supplemented the JSC Pandemic Incident Response Group, whose function is to set policy for the overall management of JSC’s COVID-19 mitigations for all onsite mission-essential and mission-critical activities, including health policy. Context The first mission to return to Earth from the International Space Station at the start of the pandemic returned when there was limited information about the transmission and prevention of COVID-19. The medical leadership at JSC determined that a dedicated team was required to navigate the uncharted waters of the pandemic. Description of Activities Issues tackled by this panel included: prevention of COVID-19 transmission during altitude, dive, and spacecraft training – activities that require prolonged close contact between multiple individuals who often cannot safely wear face masks; mitigating the risks of domestic and international travel for essential personnel; securing COVID-19 testing from local and foreign hospital systems; acquiring antigen and PCR analyzers for in-house testing; and the development of quarantine policies for crewed spacecraft launches and landings in Kazakhstan and the United States. The panel also provides clinical return-to-work guidance for cases of COVID-19 in essential personnel.

covid↗
DOE OSTI2026

LDRD FY25 Program Overview

As Lawrence Livermore National Laboratory’s (LLNL’s) Laboratory Directed Research and Development (LDRD) program enters its fifth decade of leading-edge research and development, its impact and importance have never been stronger. The program continues to advance strategic investments in pioneering science, technology, and engineering, ensuring LLNL will be ready to deliver on our mission as it evolves over the coming decades. Investing in LDRD research, and the people who perform this critical work, gives LLNL the ability to sustain our role as a leader in the Department of Energy and National Nuclear Security Administration enterprise. The LDRD program enables high-risk, high-payoff research that anticipates emerging threats and future mission needs. By nurturing the ingenuity of the Lab’s greatest asset, its people, LDRD funding advances not only our research but also grows and nurtures our workforce: engaging future innovators with student mentoring, challenging postdoctoral researchers to apply their skills to support national security, and strengthening the leadership skills of early career staff. This annual report documents how LDRD investments advance LLNL’s science, technology, and engineering across our mission space. To assess LDRD’s impact we track both short and long-term metrics such as peer-reviewed publications, number of students, or professional fellows. In addition to reviewing these metrics, I encourage you to delve deeper into the breadth of science and technology that illustrate the strategic value of this research portfolio. For instance, a recent exploratory research project used advanced manufacturing to construct miniaturized three-dimensional ion traps for a quantum computer with reduced quantum error rates to enable applications that address national security missions and support basic science. Another project has delved into studying detonation by examining deflagration to enhance the safety and security of the nuclear weapons stockpile. LDRD researchers are also deploying AI agents on two of the world’s most powerful supercomputers to automate and accelerate inertial confinement fusion experiments. Other teams are delivering more accurate optical constants to enable improved validation for aluminum to advance atomic and molecular physics models. LDRD-driven discoveries of how metals deform under extreme conditions strengthen our ability to model and design materials for demanding national security environments. National security challenges are increasingly complex and continuously evolving. LDRD focuses our most innovative science and technology on these challenges, ensuring the Laboratory is developing creative, forward-leaning solutions for our nation and the world. The following pages feature highlights of published scientific advances, patents, and honors that stem from LDRD investments. As you read this report, I hope you will understand how these investments position the Laboratory, and our partners, to meet the demands of the decades ahead.

36 MATERIALS SCIENCE↗
NASA NTRS2023

Increasing Diversity on Spacecraft Mission Teams Reduces Risk

Many of the NASA spacecraft sent into Earth orbit and throughout the Solar System are competitively selected and led by principal investigators (PIs). These senior scientists are responsible for directing research activities, managing the use of funds, and reporting to the funding agency. Additionally, the European Space Agency (ESA) has competitively selected missions that are led by ESA-nominated project scientists and include instruments that are overseen by PIs. Usually, the PIs and project scientists form a science working team that provides scientific leadership of the mission. These NASA and ESA PI roles require a deep understanding of the mission’s scientific goals and engineering design aspects. And, importantly, these roles also require skills in team management.

Kathleen E. Mandt↗
NASA NTRS1971

Organizational stress and individual strain: A social-psychological study of risk factors in coronary heart disease among administrators, engineers, and scientists

It is hypothesized that organizational stresses, such as high quantitative work load, responsibility for persons, poor relations with role senders, and contact with alien organizational territories, may be associated with high levels of psychological and physiological strain which are risk factors in coronary heart disease. It is further hypothesized that persons with coronary-prone Type A personality characteristics are most likely to exhibit strain under conditions of organizational stress. Measures of these stresses, personality traits, and strains were obtained from 205 male NASA administrators, engineers, and scientists. Type A personality measures included sense of time urgency, persistence, involved striving, leadership, and preference for competitive and environmentally overburdening situations.

Caplan, R. D.↗
DOE OSTI2022

BETO 2021 Peer Review - 3.4.2.302 - Process Scale Up for Production Environments

This project supports the Department of Energy's Bioenergy Technology Office mission of transitioning bioenergy technologies to market by de-risking integration, developing scaling relations and modeling that de-risks scale up, and providing a feedback loop with lower TRL projects to understand process and technology fundamentals. Two objectives were pursued during this merit cycle. First, the Thermal and Catalytic Process Development Unit (TCPDU), a 0.5 ton/day pilot plant, was used to validate kinetic models developed by the Consortium for Computational Physics and Chemistry (CCPC). Validating the models accurately predict product yields and composition is a first step toward de-risking a common industry failure - taking too large of steps between scales. In addition, these models help with design and troubleshooting of new unit operations for the TCPDU. The second objective was to conduct the FY22 verification campaign around ex situ CFP. The primary challenge of this effort was the coordination of multiple national labs and projects. This was overcome by a dedicated leadership role and effective communication strategy between the projects. Currently the project is undergoing a pivot based on a stagegate decision to not conduct the verification campaign in the TCPDU and it is focused on closing out the CFP technology at a smaller scale by the end of the current fiscal year.

BIOMASS FUELS↗
NASA NTRS2014

Human Exploration Science Office (KX) Overview

The Human Exploration Science Office supports human spaceflight, conducts research, and develops technology in the areas of space orbital debris, hypervelocity impact technology, image science and analysis, remote sensing, imagery integration, and human and robotic exploration science. NASA's Orbital Debris Program Office (ODPO) resides in the Human Exploration Science Office. ODPO provides leadership in orbital debris research and the development of national and international space policy on orbital debris. The office is recognized internationally for its measurement and modeling of the debris environment. It takes the lead in developing technical consensus across U.S. agencies and other space agencies on debris mitigation measures to protect users of the orbital environment. The Hypervelocity Impact Technology (HVIT) project evaluates the risks to spacecraft posed by micrometeoroid and orbital debris (MMOD). HVIT facilities at JSC and White Sands Test Facility (WSTF) use light gas guns, diagnostic tools, and high-speed imagery to quantify the response of spacecraft materials to MMOD impacts. Impact tests, with debris environment data provided by ODPO, are used by HVIT to predict risks to NASA and commercial spacecraft. HVIT directly serves NASA crew safety with MMOD risk assessments for each crewed mission and research into advanced shielding design for future missions. The Image Science and Analysis Group (ISAG) supports the International Space Station (ISS) and commercial spaceflight through the design of imagery acquisition schemes (ground- and vehicle-based) and imagery analyses for vehicle performance assessments and mission anomaly resolution. ISAG assists the Multi-Purpose Crew Vehicle (MPCV) Program in the development of camera systems for the Orion spacecraft that will serve as data sources for flight test objectives that lead to crewed missions. The multi-center Imagery Integration Team is led by the Human Exploration Science Office and provides expertise in the application of engineering imagery to spaceflight. The team links NASA programs and private industry with imagery capabilities developed and honed through decades of human spaceflight, including imagery integration, imaging assets, imagery data management, and photogrammetric analysis. The team is currently supporting several NASA programs, including commercial demonstration missions. The Earth Science and Remote Sensing Team is responsible for integrating the scientific use of Earth-observation assets onboard the ISS, which consist of externally mounted sensors and crew photography capabilities. This team facilitates collaboration on remote sensing and participates in research with academic organizations and other Government agencies, not only in conjunction with ISS science, but also for planetary exploration and regional environmental/geological studies. Human exploration science focuses on science strategies for future human exploration missions to the Moon, Mars, asteroids, and beyond. This function provides communication and coordination between the science community and mission planners. ARES scientists support the operation of robotic missions (i.e., Mars Exploration Rovers and the Mars Science Laboratory), contribute to the interpretation of returned mission data, and translate robotic mission technologies and techniques to human spaceflight.

Calhoun, Tracy A.↗
DOE OSTI2022

Development and Demonstration of a Fuel-Efficient, Class 8 Tractor & Trailer Engine System (SuperTruck II)

Navistar presents the SuperTruck II (ST II) Final Report to the Unites States Department of Energy (US DOE), which covers the five Budget Periods (BPs) from 10-1-2016 through 6-30-2022. For ST II, Navistar built on the achievements of the SuperTruck I (ST I) Program as a catalyst to continue critical research, design and development, testing, and operations to reach the ambitious goals of the ST II project. This approach allowed Navistar to continue contributing to the essential needs of our nation for safe, efficient, and cost-effective delivery of goods and services, as we reduced negative environmental effects and improved operational productivity. This document contains information specified in DOE F 4600.2, Final Scientific/Technical Report DOE F 241.3, B. SCIENTIFIC/TECHNICAL REPORTS, explaining how we met and exceeded program requirements. Throughout this Final Report, Navistar extracted information from documents prepared during the project that represent our management, design and development, building, and testing efforts to meet and exceed SuperTruck II project goals. Navistar followed Plan requirements to achieve / exceed Project Objectives: a) >100% improvement in vehicle freight efficiency (FE) (on ton-MPG basis) relative to 2009 baseline with stretch goal of 140% improvement [actual: 170%); b) >55% engine brake thermal efficiency (BTE) demonstrated in operational engine at a 65-mph cruise point on a dynamometer – ≥31% increase from 2009 baseline [actual: 55.20% of combined BTE) ; and c) development and implementation of commercially cost effective technologies (in terms of a simple payback). Technology selection / development path focused on developing technologies applicable for production within 3-year approach, while ensuring technology readiness and cost of ownership for end users. The Program was organized into five budget periods: Requirements / Technology Assessment and Initial Hardware Testing; Technology Development and Concept Readiness Demonstration; Technology Finalization and Validation Tractor / Trailer Fabrication, Integration and Commissioning Demonstration; and Fuel Economy (FE) and Brake Thermal Efficiency (BTE) and Program Completion. Leadership was provided by DOE, with tasks performed by laboratories (Argonne National Laboratory, Lawrence Livermore National Laboratory); partners at Bosch, TPI, Dana, and J.B. Hunt; , and support from University of Michigan and Clemson University. Navistar lead this team with Principal Investigator / Contracting Officer; Project Manager (PM); Vehicle, Engine, and Aftertreatment Engineers; Finance Manager, Technical Program Leads, and Legal/IP; and other key personnel. Work also included personnel in risk management; funding / budget / finance. Work involved analysis, development, testing, and down selection of individual/system engine, aftertreatment, and vehicle technologies, with integration of selected technologies into a prototype vehicle for demonstration of fuel-efficiency gain. Work also included component/integrated system level development of truck and trailer aerodynamics, base engine efficiency, advanced aftertreatment, combustion efficiency, waste heat recovery, hybrid powertrain, reduced rolling resistance, weight reduction, idle reduction, and driver feedback. As ST II progressed, Navistar performed computer-based modeling / simulations of technologies focused on the primary operational areas: Engine, Aftertreatment, and Vehicle. During the ST II Program, the COVID Virus outbreak unexpectedly challenged by the effects of, which affected staffing, scheduling, design, supplies, availability of materials, production procedures, and testing. The DOE responded by extending the program by three quarters to ensure that project tasks were completed for this vital project. Focus continued on analyzing, developing, testing, and down selecting individual-/system-level engine and vehicle technologies for integration of the final selected technologies into a prototype vehicle that would demonstrate fuel-efficiency gains made possible through these technologies. This included component/integrated system-level development of truck and trailer aerodynamics, base engine efficiency, advanced aftertreatment, combustion efficiency, waste heat recovery, solar power, distributed and intelligent vehicle power, hybrid powertrain, reduced rolling resistance, weight reduction, idle reduction, and driver feedback. Throughout the program, function, reliability, and performance at all levels were ensured through testing. Proof of this approach was demonstrated in multiple, on-road demonstrations: Scenario A (Flatland) Fuel Economy, Scenario B (Hilly) Fuel Economy, and City Cycle Tests. Other benefits derived from ST II included new/improved products, publications, patents, and next-step capabilities related to electric/hydrogen vehicles and autonomous driving.

Zukouski, Russ↗
DOE OSTI2022

AI-Enabled Robots for Automated Nondestructive Evaluation and Repair of Power Plant Boilers. Final Report

Boiler failure could cause loss of life and safety issues, cost hundreds of thousands of dollars in equipment repairs, property damage and production losses, and drive up the cost of electric power. Boiler maintenance is challenging and risky for inspectors working on scaffolding in confined hazardous spaces inside of a boiler and sometimes the space is hard to access. The operation is also time-consuming due to the large area of vertical structures for inspection and the tremendous effort needed for scaffolding. Recently, the use of robotics (e.g., drones and crawlers) in power plants for maintenance is growing rapidly. However, the existing robotics solutions show two notable technological gaps: no live repair capability, and no Artificial Intelligence (AI) for smart autonomy. The objective of this project is to develop an integrated autonomous robotic platform that is equipped with compact non-destructive evaluation (NDE) sensors to perform live inspection, operates onboard repair devices to perform live repair, and uses AI for intelligent data fusion and predictive analysis for automated and smart spatiotemporal inspection, analysis and repair of the furnace walls in coal-fired boilers. The approach to achieve the objective includes developing NDE sensors with signal processing techniques, designing and evaluating repair devices for robots based on fusion and solid-state technologies, and an autonomous robotic platform that can attach to and navigate on boiler furnace walls using magnetic drive tracks. The robot is also powered by AI to automate data gathering (e.g., 3D mapping and damage localization) and predictive analysis. This project has advanced the state-of-the-art by providing technological breakthroughs including compact NDE and repair tools for robots, AI capabilities for smart autonomy, and a robotic platform for automated boiler maintenance. This project has great potential to result in significant benefits including limiting or eliminating the need to send operators to assess difficult-to-access or hazardous areas, enabling automated live inspection and repair, avoiding time consuming scaffolding (especially for partial maintenance during unplanned outage), collecting comprehensive and well-organized data smartly, and avoiding or limiting the need for onsite or remote piloting technicians. The impacts can be tremendous in terms of the time and cost savings, reducing the risk for human operators, and increasing boiler reliability, usability, and efficiency. In addition, by developing the new technologies on the autonomous inspection and repair robot, by involving multiple undergraduate and graduate students working together with the faculty members on this project, and by generating knowledge and building up collaborations with industrial partners, this effort will significantly update the education capabilities, support long-term fundamental research, and maintain the leadership of Colorado School of Mines and Michigan State University in energy fields.

20 FOSSIL-FUELED POWER PLANTS↗