The current energy mix is: 70% from coal; 20% from crude oil and just 0.7% from nuclear,
with the projected future mix: 40% fossil fuel and 60% renewables/nuclear and a projected 6-94 nuclear plants.
It’s no wonder that China wants to be the locomotive for world nuclear power development !
As part of my Smarter Nuclear Power: A Framework for Safe and Effective Growth presentation I took the audience through the Nuclear Business Maturity Model that IBM has developed with 3 U.S. nuclear power companies that represent a large share of the U.S. nuclear market. The purpose of the model is to advance the operation and construction of nuclear plants globally.
Furthermore, a maturity model can move an entire industry forward, as IBM has demonstrated with our maturity model for Smart Grid. Over a period of nine months, an eleven person project team, with over 300 combined years of nuclear, engineering, academic, and business experience, developed the Nuclear Business Maturity Model. Collaboratively developing the standards for this model, in such a short time, to establish the state of the industry, and then enable the industry to measure itself with the tool, reflects the focus this industry has.
The primary 8 domains in the model are:
1. Strategy, Management and Organization
2. Environmental Guardianship & External Relations
3. Work & Asset Management
4. Business Operations & Human Resources
5. Technology and Research & Development
7. Safety & Security
8. Nuclear Operations & Training
The model contains over 100 themes and over 500 characteristics. An example of a theme might be leadership style, or benchmarking, or supply chain, or safety culture. Characteristics, on the other hand, describe a company’s level of maturity in any domain or sub-domain. For example, in the outage management area, a level one operator’s outage plan accommodates periodic maintenance, surveillances and plant modifications and their outage schedule grows to accommodate emergent work as it is identified. At level four, an operator uses simulation and/or resource activity optimization tools to minimize risk and ensure schedule efficiency.
Overall the model was received favorably and was a great lead-in session within the Debate on Reactor Technologies theme. Regardless of which of these technologies is adopted, the principles in the maturity model will apply as organizations delve deeper into specific domains such as operations, safety & security, work & asset management, construction, external relations, etc.
Later this year a subset of IBM’s Nuclear Power Advisory Council which includes executives from seven leading global nuclear power producers and experts from academia, will finalize the Nuclear Maturity Model.
As China undertakes this huge expansion in an effort to become a world leader in Nuclear Power and export their knowledge, IBM will be there to support them. Check out my interview with China Energy News at the conference.
Look for my next blog where I capture IBM’s work with a number of Engineering, Procurement, and Construction firms to identify areas of early collaboration and benefit to continue to enhance plant lifecycle management.