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DOE OSTI2021

Battery asset management with cycle life prognosis

We report Battery Asset Management problem determines the minimum cost replacement schedules for each individual asset in a group of battery assets that operate in parallel. Battery cycle life varies under different operating conditions including temperature, depth of discharge (DOD), charge rate, etc., and a battery deteriorates due to usage, which cannot be handled by current asset management models. This paper presents a new battery asset management methodology where battery cycle life prognosis is integrated with parallel asset management to reduce lifecycle cost of the Battery Energy Storage Systems (BESS). For the battery failure time prognosis, a nonlinear physics-based battery capacity fade model is developed and incorporated in parallel asset management model to update battery capacity over time. Experiment results have shown that the developed battery asset management methodology can be conveniently used to facilitate BESS asset management decision making thereby decreasing asset lifecycle costs.

25 ENERGY STORAGE↗

DOE OSTI2026

Software Control Program For Transportable Microgrid State-of-charge Balancing And Frequency Stability Controls

A deterministic state-of-charge (SOC) balancing approach software control code is introduced as an integral secondary management to primary control layer of an islanded small microgrid or nanogrid system made up of multiple grid-forming inverter/battery/solar combination systems, where each set of batteries with each inverter are on independent DC buses (i.e. non-paralleled on the DC sides). A DERMS-level control approach, algorithm and automation controller program was developed to improve coordination and enable microgrid asset compliance and SOC balancing, enabling provision of a system-level power stability support architecture, load support, and asset scalability. The architecture is configured to treat each unit or micro/nano-grid as a node in a microgrid network, allowing for autonomous DERMS control regarding load and SOC balancing and power stability. As the network grows with the addition of units, greater coordination efforts may be required. The ideal small network microgrid ranges from 2-10 inverter/battery units before additional control parameters must be considered in the existing architecture. The control approach focuses on a deterministic state-of-charge analysis as the primary level control process followed by a secondary control loop using a forced frequency-watt droop strategy to conform off-the-shelf components into behaving under a leader-follower configuration. Adopting this control scheme has been shown to allow for a balanced, unit-coordinated microgrid network, enabling stable power flow. The deterministic state-of-charge approach is introduced as an integral primary control layer of an islanded small network microgrid. A standard strategy for SOC balancing is implementing a battery management system (BMS) to control SOC on the DC side. An alternative approach is to determine how to coordinate sending and receiving power on the AC side with multiple units. The latter approach assesses all the integrated units in the microgrid network. Once the individual units are identified, further system data is required to calculate each unit's total kWh, provided information about its capability to supply or consume kWh and availability. The secondary control layer in the multi-layered small network microgrid methodology uses the primary layer’s decision to initiate frequency setpoint changes, initializing the SOC balancing. The secondary control layer considers numerous system-dependent variables to enable a charging and discharging profile based on adjustable frequency setpoints. The combined architecture will result in stable, coordinated power flow enhancing an AC microgrid's functionalities.

Myers, KurtS [Idaho National Laboratory (INL), Ida↗

NASA NTRS1993

Space transfer vehicle concepts and requirements. Volume 4: Summary of special studies

Our final report for Phase 1 addressed the future space transportation needs and requirements based on the current assets, at the time, and their evolution through technology/advanced development using a path and schedule that supported the world leadership role of the United States in a responsible and realistic financial forecast. Always, and foremost, the recommendations placed high values on the safety and success of missions both manned and unmanned through a total quality management philosophy at Martin Marietta. The second phase of the STV contract involved the use of Technical Directives (TD) to provide short-term support for specialized tasks as required by the COTR. Three of these tasks were performed in parallel with Phase 1. These tasks were the Liquid Acquisition Experiment (LACE), Liquid Reorientation Experiment (LIRE), and Expert System for Design, Operation, and Technology Studies (ESDOTS). The results of these TD's were reported in conjunction with the Phase 1 Final Report. Cost analysis of existing launch systems has demonstrated a need for a new upper stage that will increase America's competitiveness in the global launch services market. To provide a growth path of future exploration class STV's, near-term low-cost upper stages featuring modularity, portability, scalability, and evolvability must be developed. These recommendations define a program that: leverages ongoing activities to establish a new development environment, develop technologies that benefit the entire life cycle of a system, and result in a scalable hardware platform that provides a growth path to future upper stages.

Source record↗

NASA NTRS2014

Destination Station: Bringing The International Space Station to Communities Across the United States

Today, space is no longer just a field of advanced technological development and of scientific research of excellence, but has become an essential asset for everyday life. Space has spurred countless scientific and technological achievements which are commonly used in aeronautics, medicine, material science and production, in information and communications technology. In parallel, more and more services are carried out through the use of space applications, ranging from detection of natural disasters and environmental monitoring to global navigation and telecommunication. Using space missions to build a better understanding of the universe fulfills our centuries-old curiosity and leads humanity into the future, opening up new frontiers of knowledge. The International Astronautical Congresses have always represented an arena in which issues have been discussed with friendship and among experts: scientists, technicians and managers from universities, agencies, research centres and industry. At the same time it introduces students and young professionals to the field.

Edgington, Susan↗

NASA NTRSDate not supplied

Feasibility Study of Distributed Decision-Making on the Edge for Urban Air Mobility

The Concept of Operations for Urban Air Mobility (UAM) put forward by FAA, NASA, and several industry stakeholders acknowledges the diversity and complexity in UAM operations and, thereby, envisions a federated architecture for UAM management. In this architecture, the decision-making is distributed to a set of service providers who collectively manage the shared airspace usage by different stakeholders. This notionally brings autonomy closer to the UAM businesses and encourages to explore the feasibility of decision making on the very edge, which is the topic of the presented research. This paper reports research conducted on the hypothesis based on which the residual compute capability onboard smart unmanned aerial systems (UASs) is utilized to build situational awareness and resolve conflicts by passive and active coordination among multiple UASs, thereby implementing a layer of distributed autonomy in UAM. Key features of the edge-computing approach involve inter-UAS information exchange, independent assessment of own flight and environmental conditions, and estimation of other UASs’ flight preferences, incorporating machine learning techniques in the last two. Parallel computing on portable graphics processing unit (GPU) enables the machine learning workflow on the edge. A custom-built 3D simulator is used to evaluate the efficacy of the distributed decision-making on the edge. Each edge node, representing a smart UAS, connects to the simulator from a remote location and independently controls the behavior of the corresponding virtual asset in the simulator, analogous to participants in an online multi-player game. The presented edge-computing-based distributed decision-making framework is envisioned to pave the way for collective mobility of autonomous air vehicles in the future shared airspace, while allowing the inclusion of the business preferences of the UAS operators within allowed regulatory limits.

Edge computing↗

NASA NTRSDate not supplied

Feasibility Study of Distributed Decision-Making on the Edge for Urban Air Mobility

Edge computing↗

NASA NTRS2012

NASA's Space Launch System: Affordability for Sustainability

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is charged with delivering a new capability for human exploration beyond Earth orbit in an austere economic climate. But the SLS value is clear and codified in United States (U.S.) budget law. The SLS Program knows that affordability is the key to sustainability and will provide an overview of initiatives designed to fit within the funding guidelines by using existing engine assets and hardware now in testing to meet a first launch by 2017 within the projected budget. It also has a long-range plan to keep the budget flat, yet evolve the 70-tonne (t) initial lift capability to 130-t lift capability after the first two flights. To achieve the evolved configuration, advanced technologies must offer appropriate return on investment to be selected through the competitive process. For context, the SLS will be larger than the Saturn V that took 12 men on 6 trips for a total of 11 days on the lunar surface some 40 years ago. Astronauts train for long-duration voyages on platforms such as the International Space Station, but have not had transportation to go beyond Earth orbit in modern times, until now. To arrive at the launch vehicle concept, the SLS Program conducted internal engineering and business studies that have been externally validated by industry and reviewed by independent assessment panels. In parallel with SLS concept studies, NASA is now refining its mission manifest, guided by U.S. space policy and the Global Exploration Roadmap, which reflects the mutual goals of a dozen member nations. This mission planning will converge with a flexible heavy-lift rocket that can carry international crews and the air, water, food, and equipment they need for extended trips to asteroids and Mars. In addition, the SLS capability will accommodate very large science instruments and other payloads, using a series of modular fairings and adapters to configure the rocket for the mission. The SLS affordability plan includes streamlining interfaces, applying risk-based insight into contracted work, centralizing systems engineering and integration, and nurturing a learning culture where the question Why? is often asked and the answer "Because we've always done it that way" is rarely heard. The SLS Program will deliver affordable space transportation solutions for the Orion Multi-Purpose Cargo Vehicle s first autonomous certification flight in 2017, followed by a crewed flight in 2021. As this briefing will show, the SLS will offer a global infrastructure asset for robotic and human scouts of all nations.

May, Todd A.↗

DOE OSTI2019

Data Analytics for Electrical Distribution Systems with Micro PMUs (GMLC 1.4.9 Technical Report)

This report describes how electrical utilities with residential, industrial, commercial and government customers make decisions using Data Analytics (DA) applications and discusses how OpenFMB was leveraged to share that data among disparate types of devices for DA. OpenFMB is a data standard developed by utilities for distributed communication and control of power system assets. Here we explored how OpenFMB can be used for sharing analytics and what those analytics could be for a set of representative grid devices. A review of DA applications performed by electrical utilities and customers is presented. An overview of how the testbed we used was built and configured is summarized. Several experiments which were carried out to explore the capabilities of OpenFMB alongside other data sharing mechanisms for gathering sensor measurements and sharing analytics is also discussed. And finally a comparison of OpenFMB and LBNL’s SPARK framework is summarized. Today’s electrical utilities focus on monitoring the real-time customer consumptions, offering new real-time tariff models based on customer usage habits (rewards and punishments), providing energy peak during peak load times (plan energy generation and distribution), improving the load management for transformers and power lines, and controlling the energy and grid resources efficiently. On the other hand, the DA applications for residential customers are based on modifying the customer electricity usage habit to save money, making accurate and timely decisions for electrical billing. However, the DA applications for industrial, commercial and government customers focus on creating efficient programs to improve the environmental condition (reducing CO₂ emission), developing better load forecasting for industrial and/or commercial activities. In this project, a testbed was built to explore how the OpenFMB framework can be used to distribute data among various types of representative grid edge devices. Micro PMUs (Phasor Measurement Unit) were used to collect and transmit data to an OpenPDC server alongside relays with a framework configured with a system using OpenFMB to collect and transmit data. The testbed was composed of a physical asset based on a 60 Hz AC radial power system constructed using SI-GRID components. The power system consisted of a 3-phase 14 volts line-to-ground (24 volts line-to-line) power source, three 3-phase line emulators, a programmable resistive load bank, two smart relays, two micro PMUs, and a (SCADA) and Phasor Data Concentrator (PDC) computer. This testbed configuration allowed us to perform breaker operation tests collecting data from the micro PMUs and from the relays’ sensors. During the micro PMU breaker operation tests we collected the measured and estimated fundamental voltages, currents, frequency as well as the total true, reactive and apparent power. The displacement power factor from two micro PMUs located in parallel power lines was also used. The software steps for the implementation of the Synchrophasor system are explained in detail in this report. The setting (1-2-3) and data collection (4-5) phases were performed with a free download open source software. In the setting phase, the micro PMUs were set (1), the data stream for each micro PMU was validated, and the connection and configuration files were created (2). The PDC computer was set using the connection and configuration files of the micro PMUs (3). In the data collection phase, the binary data from the micro PMUs was collected (4), and the binary data files of the micro PMUs was converted to analyze the test results (5). OpenFMB was configured to use protocol translators to read Modbus and transform the reading into the OpenFMB data model to be read for DA applications.Our experiments showed that by leveraging the OpenFMB data model and the micro PMUs together we could obtain better situational awareness of network faults, which in some cases could lead to failures in the system and would be less perceivable otherwise. For example, in one experiment the fundamental RMS current angle, and the fundamental displacement power factor (estimated by the ratio between the measured real and apparent total power) had a disturbance at the micro PMU connected to the beginning of the parallel power line because the breaker was opened without the operators or SCADA system’s knowledge, and no current was available. Based on the breaker state scenarios and micro PMU locations, the DA applications using the current angle and displacement power factor from the micro PMUs should be studied in detail to avoid a non-desired measurement that could affect the decision from the DA. Also, the sample rates for PMU, Relay and micro PMU devices were compared. The DA application improved the control and operation between the electrical utilities and their customers (residential, industrial, transportation, commercial and government). The higher the sample rate, the better the quality of the measurement for DA estimations.

42 ENGINEERING↗

NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi-Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the life-cycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reachback support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-ofthe- art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗

NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi- Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the lifecycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reach-back support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-of-the-art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗

DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

NASA NTRS2013

NASA's Space Launch System: Moving Toward the Launch Pad

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is making progress toward delivering a new capability for human space flight and scientific missions beyond Earth orbit. Designed with the goals of safety, affordability, and sustainability in mind, the SLS rocket will launch the Orion Multi-Purpose Crew Vehicle (MPCV), equipment, supplies, and major science missions for exploration and discovery. Supporting Orion's first autonomous flight to lunar orbit and back in 2017 and its first crewed flight in 2021, the SLS will evolve into the most powerful launch vehicle ever flown via an upgrade approach that will provide building blocks for future space exploration. NASA is working to deliver this new capability in an austere economic climate, a fact that has inspired the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. This paper will summarize the planned capabilities of the vehicle, the progress the SLS Program has made in the 2 years since the Agency formally announced its architecture in September 2011, the path it is following to reach the launch pad in 2017 and then to evolve the 70 metric ton (t) initial lift capability to 130-t lift capability after 2021. The paper will explain how, to meet the challenge of a flat funding curve, an architecture was chosen that combines the use and enhancement of legacy systems and technology with strategic new developments that will evolve the launch vehicle's capabilities. This approach reduces the time and cost of delivering the initial 70 t Block 1 vehicle, and reduces the number of parallel development investments required to deliver the evolved 130 t Block 2 vehicle. The paper will outline the milestones the program has already reached, from developmental milestones such as the manufacture of the first flight hardware, to life-cycle milestones such as the vehicle's Preliminary Design Review (PDR). The paper will also discuss the remaining challenges both in delivering the 70-t vehicle and in evolving its capabilities to the 130-t vehicle, and how NASA plans to accomplish these goals. As this paper will explain, SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration.

Creech, Stephen D.↗

NASA NTRS2013

NASA's Space Launch System: Moving Toward the Launch Pad

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is making progress toward delivering a new capability for human space flight and scientific missions beyond Earth orbit. Developed with the goals of safety, affordability, and sustainability in mind, the SLS rocket will launch the Orion Multi-Purpose Crew Vehicle (MPCV), equipment, supplies, and major science missions for exploration and discovery. Supporting Orion's first autonomous flight to lunar orbit and back in 2017 and its first crewed flight in 2021, the SLS will evolve into the most powerful launch vehicle ever flown, via an upgrade approach that will provide building blocks for future space exploration and development. NASA is working to develop this new capability in an austere economic climate, a fact which has inspired the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. This paper will summarize the planned capabilities of the vehicle, the progress the SLS program has made in the 2 years since the Agency formally announced its architecture in September 2011, and the path the program is following to reach the launch pad in 2017 and then to evolve the 70 metric ton (t) initial lift capability to 130-t lift capability. The paper will explain how, to meet the challenge of a flat funding curve, an architecture was chosen which combines the use and enhancement of legacy systems and technology with strategic new development projects that will evolve the capabilities of the launch vehicle. This approach reduces the time and cost of delivering the initial 70 t Block 1 vehicle, and reduces the number of parallel development investments required to deliver the evolved version of the vehicle. The paper will outline the milestones the program has already reached, from developmental milestones such as the manufacture of the first flight hardware and the record-breaking testing of the J-2X engine, to life-cycle milestones such as the vehicle's Preliminary Design Review. The paper will also discuss the remaining challenges in both delivering the 70 t vehicle and in evolving its capabilities to the 130 t vehicle, and how the program plans to accomplish these goals. As this paper will explain, SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration

Creech, Stephen D.↗

DOE OSTI2019

Keep It Smart and Simple - Henriette - The Advanced Designed Drum Gripper for Remote Handling Tasks - 19327

A power manipulator has many applications in the handling, treatment and packaging of radioactive waste. In high radiation environments, where humans cannot work safely, a power manipulator is essential to perform difficult and heavy tasks. For more than 40 years, Waelischmiller has provided power manipulators to the nuclear market. Specifically in a high radiation nuclear environment, electrical driven manipulators are preferred. The basic design of a power manipulator is divided into the following parts: Bridge, carriage, telescopic mast and manipulator arm. All parts are customizable in length, width and capacity. The standard power manipulator version is equipped with a manipulator arm. For the nuclear waste disposal industry, there is a special need for a drum gripper. Drums are used for packing low, medium or high activated material and for storage. After packing, the drums must be handled remotely. For both tasks, a power manipulator with a drum gripper is needed. For this project KTE (Kerntechnische Entsorgung Karlsruhe GmbH) required a total refurbishment of equipment in a cell used for handling, sorting and packaging radioactive waste drums. The power manipulator was obsolete and provided low availability and through put. This cell was an essential asset in their decommissioning process and was impacting KTE's ability to meet their volume objectives. Our challenge was to develop a new system with few details from the original cell construction. The new manipulator must meet all capabilities of the old system and in addition have the ability to achieve 180 degree tilting of the drums. An additional challenge was the requirement to use the existing rails in the cell which were very close to the roof structure which required a special design. Our project, named internally Henriette, is the first of its kind. The drum gripper is based on the power manipulator A1000 series. The biggest challenges in this project were to adapt the standard components of the power manipulator to the non-standard type of gripper to have 180 deg. tilting of the drum and a handling capacity of 1200 kg in the whole working range. The new manipulator fits to the old rails and is mountable in a hot cell with restricted access and can operate with the other A1000 manipulator which is located in the cell. The result is a system with no external wiring, maintenance-free and easy to decontaminate. Other features include a 5 t auxiliary hoist on additional and parallel carriages, emergency drives for bridge and carriage, emergency drive for telescope turn movement and emergency lifting unit for telescope. A tilt and pan holder for camera on the telescope and external mechanical emergency drives on the gripper were also essential. This paper will address the complexity, challenges and engineering ingenuity required to replace very old and obsolete equipment with a state-of-the-art system within very limited physical space and within a high radiation environment. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗