Development of an Assessment Methodology That Enables the Nuclear Industry to Evaluate Adoption of Advanced Automation

Abstract

Nuclear power has a crucial role in providing safe, reliable, and economical carbon-free electricity for today and the future. For continued operation, many of the existing United States nuclear power plants will begin the subsequent license renewal process for extending their operating license periods. As plants extend their expected operating lifetimes, there is a significant opportunity to modernize. These plants have a much stronger business case with these extended mission periods to modernize and significantly enhance their economic viability in current and future energy markets by implementing digital technologies that support innovation, efficiency gains, and business-model transformation.Ensuring continued safety and reliability is crucial. Transformative digital technologies-including automation-that fundamentally change the concept of operation for the nuclear power plant operating models requires a critical focus on the human-technology integration element. Further, the nuclear industry has historically been reluctant to modernize due to a risk-adverse culture and lack of clarity for a transformative new-state vision. Common barriers include the perceived value and return on investment of digital technology; the perceived risk associated with licensing, regulatory, and cybersecurity; and insufficient guidance for performing digital modifications to power generation systems.This work presents a methodology to address these barriers and support the industry in adopting advanced automation and digital technology through developing a transformative vision and implementation strategy that will address the human-technology integration element. This research leverages previous Light Water Reactor Sustainability (LWRS) Program and industry results. It draws specifically on previous LWRS Program research in the areas of advanced alarm systems, computer-based procedures, model-informed decision support, and advanced human-system interface displays (e.g., overviews and task-based). The modernization methodology can be used to guide transformative thinking when integrating a set of vendor-specific capabilities to support a new concept of operations and a utility's end-state vision.The results of this research are organized into six major sections: − Section 1 introduces the need for supporting large-scale digital modifications that will renew the technology base for extended operating life beyond 60 years.− Section 2 describes the challenges that the nuclear industry is enduring with modernizing.− Section 3 summarizes the primary standards and guidance.− Section 4 presents earlier work from the LWRS Program regarding the development of a transformative conceptual design for an advanced control room of a hybrid plants.− Section 5 presents a methodology that is designed to address the challenges in the industry today in achieving a transformative newstate vision and concept of operations.

Using Information Automation and Human Technology Integration to Implement Integrated Operations for Nuclear

“…Based on prior research experience, HTI R&D activities -in particular the Efficient Plant Operating Concept using HTI project (Kovesdi et al 2021a) -has recognized three key barriers that must be overcome to adopt this technology-centric operating model. The three barriers are:  Business case: developing a clear business case regarding the actual cost reductions seen with implementing advanced technology.…”

Demonstration and Evaluation of the Human-Technology Integration Function Allocation Methodology

“…The methodologies provided previously have traditionally focused on plant safety where there has been little focus on power generation (Kovesdi et al, 2021). That is, at least within the public domain, function decomposition and allocation between people and automation has focused primarily on safetyrelated systems and with lesser focus on the secondary (i.e., power generation) side of the plant.…”

“…That is, at least within the public domain, function decomposition and allocation between people and automation has focused primarily on safetyrelated systems and with lesser focus on the secondary (i.e., power generation) side of the plant. It is important to note that, with changing energy markets in the U.S., there is an emerging need for existing nuclear power plants to identify ways in which O&M costs can be reduced to remain economically viable (Kovesdi et al, 2021). Hence, a need for understanding function allocation in the context of production is highly important.…”

“…This information can then be used to inform subsequent system design. Ultimately, CTA enriches design knowledge to effectively assign functions to people or automation (Kovesdi et al, 2021).…”

“…The notion of applying simulation and human-in-the-loop testing is not new to function allocation guidance (EPRI, 2015;Kovesdi et al, 2021). Not surprisingly, applying performance-based tests via simulation offers a wealth of opportunity to identify and mitigate critical design issues and ultimately inform allocation decisions.…”