Personal Web Page
|
Resume
|
References
|
Detailed Experience
|
Hobbies
|
|
Certifications/Special
Training
|
Affiliations/Honors
|
|
anticipated transient without scram (ATWS) Auxiliary Feedwater Pumps (AFWPs) Code of Federal Regulations (CFR) Commonwealth Edison (ComEd) Condensate Storage Tank (CST) Electric Power Research Institute (EPRI) Final Safety Analysis Report (FSAR) Idaho National Engineering Laboratory (INEL) local leak rate testing (LLRT) loss of coolant accidents (LOCAs) Nuclear Steam Supply System (NSSS) Pressurized Water Reactors (PWRs) shortened version of RELAPSE (RELAP) Reactor Leak & Power Safety Excursion code (RELAPSE) three-dimensional (3-D)
To Find Almost Any Acronym for Science and Technology see EDA Master Acronym List.
The
experience
that
Mr.
Miller
has
attained
for
identifying
requirements
of
safety
analyses
and
experiments
has
been
developed
while
working
for
several
different
groups.
Some
of
these
projects
included
using
the
TRIGA
reactor
at
Kansas
State
University
for
neutron
activation
analysis,
testing
and
research
projects
at
a
fossil
fuel
plant,
review
of
testing
at
TLTA
in
California,
developing
and
validating
computer
programs
for
use
in
fire
migration
and
mitigation
in
reactor
containments,
and
testing
and
designing
systems
at
River
Bend
Station
(RBS). At
Kansas
State
University,
Mr.
Miller
was
a
Graduate
Research
Assistance
responsible
for
supporting
test
activities
using
the
TRIGA
research
reactor.
He
also
assisted
in
the
fuel
reload
of
the
TRIGA
and
the
use
of
the
reactor
for
activation
analyses. While
working
for
Arkansas
Power
&
Light,
Mr.
Miller
worked
as
an
Instrument
Repairman
in
supporting
testing,
maintenance
and
design
changes
for
three
fossil
fuel
stations. At
NUS,
Corporation
in
Gaithersburg,
Maryland,
Mr.
Miller
was
responsible
for
performing
the
first
containment
analysis
work
for
the
South
Texas
Project.
RELAP3
was
the
computer
program
of
choice
in
performing
subcompartment
pressurization
and
heat-up
analyses
and
CONTEMP-LT
was
the
program
used
to
simulate
pressurization
and
heat-up
in
the
large
dry
containments.
Models
were
developed
for
each
configuration.
In
1977,
Mr.
Miller
accepted
the
position
as
Senior
Engineer
in
Code
Verification
and
Development
at
the
Idaho
National
Engineering
Laboratory
(INEL).
INEL
was
responsible
for
operating
the
Loss
of
Fluid
Test
(LOFT)
facility
and
the
Semi-scale
test
facility.
Additionally,
they
were
responsible
for
monitoring
the
testing
at
the
Two
Loop
Test
Apparatus
(TLTA)
located
at
General
Electric
in
San
Jose,
California.
Mr.
Miller’s
first
assignment
was
to
develop
an
input
deck
for
a
BWR/6
power
plant
using
RELAP4
MOD5
and
work
with
code
development
personnel
to
improve
the
jet
pump
modeling
and
the
steam
separator
simulation.
To
supplement
the
heat
transfer
models
of
RELAP4,
FRAP-S
was
used
to
simulate
the
heat
transfer
in
the
8
x
8-fuel
assembly.
This
work
was
performed
for
the
Nuclear
Regulatory
Commission
(NRC).
In
addition
to
this
model
development,
several
post
and
pre
test
predictions
were
performed
for
TLTA.
Several
reports
were
written
for
the
NRC
that
described
the
predictions.
Mr.
Miller's
responsibility
was
also
to
monitor
the
testing
at
TLTA,
propose
possible
alternate
testing
and
provide
status
reports
for
the
NRC.
Also,
he
helped
develop
scaling
factors
for
the
test
and
provided
part
of
the
testing
plan
for
large
break
LOCA
testing
at
TLTA.
In
1979,
Mr.
Miller
accepted
a
position
at
Black
&
Veatch.
He
was
responsible
for
all
safety
related
computer
programs
associated
with
thermal
hydraulics.
One
example
of
usage
and
code
development
was
in
a
case
where
transient
hydrogen
production
was
simulated
and
released
into
the
containment.
To
understand
and
respond
to
Utility
and
NRC
questions
on
hydrogen
combustion
and
migration,
a
suite
of
computer
programs
was
developed
at
Black
&
Veatch.
This
code
suite
simulated
the
generation,
burning
and
migration
of
hydrogen
in
the
containment.
Mr.
Miller
was
responsible
for
the
development
and
testing
of
this
code
package.
A
program
development
plan
was
written
and
a
validation
plan
was
also
produced.
The
code
package
consisted
of
primarily
two
programs,
HYBRID
and
MIGRAINE.
Black
&
Veatch
participated
in
the
hydrogen
migration-testing
program
conducted
at
EPRI
in
1981.
Black
&
Veatch
provided
pre
test
simulation
results
of
various
tests
in
the
hydrogen
migration
test
facility,
which
compared
favorably
with
test
results.
In
1984,
Mr.
Miller
was
appointed
Project
Engineer
on
the
pressurizer
safety
valve
qualification
project,
which
was
part
of
the
NUREG-0737
requirements.
Mr.
Miller
participated,
on
the
Utilities’
behalf,
in
the
safety
valve
testing
at
the
Combustion
Engineering
(CE)
test
facility
in
Windsor,
Connecticut.
Mr.
Miller
provided
reviews
and
comments
on
all
testing
plans
and
witnessed
several
tests
at
the
facility.
In
1985,
Mr.
Miller
accepted
a
position
at
the
RBS
working
for
Gulf
States
Utilities
(GSU).
Mr.
Miller
was
originally
responsible
for
design
and
safety
analysis
of
the
nuclear
steam
supply
system
(NSSS).
This
required
the
modification
and
specification
of
testing
requirements
for
many
systems
during
the
start-up
and
testing
phase
of
the
plant.
In
addition
to
several
other
areas
of
responsibility,
Mr.
Miller
was
responsible
for
developing
engineering
analysis
at
the
Station.
The
Engineering
Analysis
Group
was
responsible
for
the
following:
the
design
and
specification
of
the
fuel
for
each
reload,
the
development
of
the
probabilistic
safety
analysis
(PSA)
model
for
the
station,
the
development
of
radiation
transport
simulation
and
off-site
dose
calculation
capabilities,
loss
of
coolant
accident
(LOCA)
simulation,
and
the
development
of
a
local
area
network
(LAN)
that
tied
all
the
thermal
hydraulic
and
nuclear
safety
related
computer
programs
and
PCs
to
one
server. Mr.
Miller
was
responsible
for
developing
LOCA
models
of
RBS
using
RELAP5
MOD2
and
TRAC-B.
The
LOCA
simulation
results
from
these
models
were
compared
to
General
Electric
calculations
that
used
SAFER/GESTER
and
good
agreements
between
the
results
of
the
RELAP5
and
TRAC
analyses
and
the
results
of
the
SAFER/GESTER
analyses
were
achieved.
Unusual
accident
scenarios
were
also
simulated
using
RELAP5
to
provide
input
into
the
PSA
models.
Other
thermal
hydraulic
models
of
the
reactor
and
associated
systems
were
developed
using
RELAP5
MOD2.
These
models
were
used
to
simulate
many
different
scenarios
that
occurred
or
potentially
could
occur
at
the
plant
so
questions
by
plant
staff
and
oversight
groups
could
be
answered.
Other
thermal
hydraulic
analyses
were
performed
to
determine
the
qualification
of
equipment
under
unusual
circumstances. During
Mr.
Miller’s
tenure
at
RBS,
cracking
was
observed
in
piping
that
supported
the
Reactor
Control
Rod
System.
This
pipe
cracking
occurred
after
a
scram.
Mr.
Miller
directed
a
test
program
to
determine
the
root
cause
of
the
pipe
cracking
and
a
modification
was
proposed.
Patent
No.
5,327,930
entitled
“Nuclear
Reactor
Locking
Piston
Drive
System
and
Valve
Assembly”
was
issued
to
Mr.
Miller
for
these
modifications.
Mr.
Miller
worked
at
Scientech
from
1994
through
1996.
At
Scientech,
Mr.
Miller
provided
senior
technical
engineering
support
and
guidance
on
many
technical
issues
and
work
assignments
that
were
performed
by
in-house
staff
and
by
the
Nuclear
Regulator
Commission’s
research
and
regulatory
staff.
Much
of
Mr.
Miller’s
thermal
hydraulic
experiences
dealt
with
the
commercial
nuclear
industry,
but
most
of
it
dealt
with
unusual
model
situations.
For
example,
in
one
problem,
Mr.
Miller
used
a
computer
program
to
simulate
flow
at
a
very
low
velocity
through
heat
exchangers
and
out
into
a
pool.
Many
of
the
same
challenges
are
inherent
in
passive
systems,
such
as
low
velocity
flow
and
heat
transfer,
heat
exchanger
behavior
in
pool
stratification.
Mr.
Miller
also
performed
several
natural
circulation
calculations
using
computer
programs
where
three-dimensional
mixing
was
apparent
in
the
facility.
Testing
was
also
performed
at
the
facility
to
determine
probable
three
dimensional
flow
patterns. Mr.
Miller
has
been
associated
with
some
very
complicated
thermal
hydraulic
problems
that,
in
many
cases,
required
testing
to
resolve.
Mr.
Miller
has
successfully
identified
weaknesses
of
modeling
methods
by
comparing
to
test
data.
Mr.
Miller
has
worked
with
engineers
and
scientists
to
correct
deficiencies
and
he
has
developed
successful
follow-up
programs
that
lead
to
successful
code
development
and
verification.
Many
papers
have
been
written
that
discuss
these
endeavors.
(See
Resume
List
of
Publications)
Independent Reviews and safety Analysis At
Black
&
Veatch,
a
Consulting
Engineering
Firm,
Mr.
Miller
provided
many
independent
reviews
and
analyses
of
nuclear
safety
related
items.
Mr.
Miller
was
responsible
for
all
thermal
hydraulic
work
performed
for
the
design
of
a
boiling
water
reactor
(BWR),
which
was
in
the
construction
permit
phase
of
design.
All
work
was
documented
and
nuclear
related
quality
assurance
including
10CFR50
Appendix
B
was
required
for
all
computer
programs
and
documentation.
For
each
major
design,
a
system
analysis
was
performed.
The
system
Analysis
consisted
of
presenting
three
to
four
conceptual
designs.
Any
of
these
proposed
designs
was
shown
to
perform
the
required
task.
Pros
and
cons
were
developed
for
each
of
these
alternatives
and
cost
estimates
were
also
developed.
After
reviewing
all
of
this
information,
a
final
design
was
recommended.
This
approach
was
used
on
all
design
changes
that
were
in
Mr.
Miller’s
responsible
charge. In
1985,
Mr.
Miller
joined
Gulf
States
Utilities
(GSU).
He
was
responsible,
among
other
activities,
for
the
independent
review
of
NSSS
modifications
to
the
plant
during
start-up
and
testing
and
for
the
first
eight
years
of
operation.
He
was
also
the
manager
and
technical
lead
for
fuel
design
and
safety
analysis.
He
was
assigned
the
responsibility
of
developing
analytical
methods
for
analyzing
the
fuel
reload
at
the
plant.
To
develop
the
nuclear
fuel
computer
programs
for
RBS
nuclear
fuel
group,
an
analysis
and
test
program
plan
was
developed.
Mr.
Miller
was
the
technical
and
management
lead
on
this
project.
Standard
test
problems
such
as
the
Peach
Bottom
Turbine
Trip
tests
were
placed
in
data
banks
for
comparison
to
calculated
results.
Although
the
nuclear
power
plant
was
not
a
test
facility,
much
information
was
obtainable
from
start-up
testing
and
from
the
station
scrams.
For
all
data
stored,
relevant
statistical
uncertainties
were
derived.
The
nuclear
fuel
safety
analysis
test
suite
consisted
of
several
well
know
computer
programs.
These
computer
programs
were
SIMULATE
3,
which
was
used
to
generate
the
three
dimensional
physics
of
the
core,
SIMTRAN,
which
was
used
to
convert
the
3D
physics
to
1D
reactors
kinetics,
ESCORE,
which
was
used
to
provide
the
nuclear
fuel
property
characteristics,
and
RETRAN,
which
used
input
from
SIMTRAN
and
ESCORE
to
simulate
the
reactor
behavior
during
normal
and
abnormal
events.
Simulation
of
the
Peach
Bottom
turbine
trip
using
RETRAN
provided
excellent
agreement
with
the
Peach
Bottom
test
data.
In
addition,
comparison
of
the
results
from
simulated
plant
transients
to
actual
plant
data
provided
good
agreement.
A
topical
Report
was
written
and
presented
to
the
NRC.
The
development
of
the
safety
analysis
methods
for
the
utility
was
significant
in
that
using
these
methods
would
have
save
millions
of
dollars
in
fuel
reload
cost
each
year
and
allow
the
utility
staff
to
make
critical
decisions
with
respect
to
the
fuel.
Performing
the
reload
safety
analysis
for
the
fuel
was
a
major
step
for
the
utility
and
it
was
a
major
policy
change,
which
Mr.
Miller
convinced
GSU
management
to
proceed
with
the
development
of
these
methods. One
of
the
projects
at
RBS
was
facilitating
the
testing
of
a
critical
component
at
the
station.
A
modification
of
the
control
rod
drive
(CRD)
system
in
the
plant
was
planned
and
a
thorough
test
of
the
changes
was
required
before
the
installation.
During
the
life
of
RBS,
cracking
was
observed
in
the
CRD
piping
leading
to
the
CRD
accumulator
tanks.
After
a
reactor
scram,
the
CRD
accumulator
tanks
are
refilled
from
water
taken
from
the
condensate
demineralizer
water
tank
(CDWT).
The
CRD
pumps
took
the
water
from
the
CDWT,
pressurized
the
water
to
1500
psia
and
transported
the
water
through
piping
and
check
valves
into
the
accumulator
tanks.
After
a
number
of
scrams,
it
was
observed
that
the
piping
leading
to
the
accumulator
tanks
was
cracking.
A
root
cause
evaluation
determined
that
the
ball
check
valves
in
the
system
piping
were
chattering
during
refill
and
that
dynamic
vibration
of
the
chattering
ball
check
valves
caused
the
cracking
of
the
associated
pipes.
New
check
valves
were
designed,
but
before
installation,
testing
of
these
valves
in
the
system
was
required.
A
test
plan
and
testing
program
were
developed
that
included
design
drawings,
construction
drawings,
uncertainties,
scaling
factors
and
a
test
matrix.
The
testing
skid
was
constructed
and
testing
was
completed. At
Scientech,
Mr.
Miller
worked
with
NRC
staff
on
the
review
of
the
APEX
test
facility
at
Oregon
State
University
(OSU)
and
SPES-2
AP600
test
facilities.
He
also
reviewed
Westinghouse
licensing
submittals.
Mr.
Miller
wrote
a
report
comparing
the
RELAP5/MOD3.2
input
decks
of
the
INEL
and
ANSALDO.
Anomalies
between
the
models
and
input
decks
were
noted.
Cases
were
also
run
using
each
of
these
input
decks.
For
another
project,
concerning
advanced
reactors,
Mr.
Miller
performed
a
reviewed
of
the
OSU
AP600
test
facility
and
performed
comparisons
of
calculated
results
using
RELAP5/MOD3.2
and
NOTRUMP.
A
report
detailing
the
calculations
of
OSU
test
SB11
was
provided
to
the
NRC
staff.
The
APEX
test
SB-11
was
analyzed
using
RELAP5
Mod3.2.
The
APEX
test
facility
at
OSU
was
used
to
simulate
thermal
hydraulic
phenomenon
for
the
AP600
passive
safety
systems
for
loss
of
coolant
accidents
(LOCAs)
and
long
term
cooling.
Another
test,
SB-12,
was
modeled
and
simulated
with
RELAP5
Mod3.2.
The
key
experimental
parameters
measured
were
compared
to
RELAP5
simulation
results.
A
report
was
written
and
the
results
were
presented
to
the
NRC
staff. On
another
project,
Mr.
Miller
developed
a
safety
valve
dynamic
model
that
was
used
to
evaluate
the
operability
of
the
pressurizer
safety
valves
at
a
PWR
plant.
For
another
project,
Mr.
Miller
was
the
lead
technical
review
engineer
for
the
evaluation
of
three
vendors
that
were
selected
to
perform
small
break
LOCA.
An
inspection
trip
was
taken
to
each
of
the
vendor
locations
and
a
thorough
review
of
their
small
break
LOCA
methods
was
conducted.
This
review
included
the
licensing
of
the
methods,
of
the
method
development,
of
the
testing
that
was
conducted
to
validate
the
programs,
of
the
error
reporting,
and
of
the
unresolved
technical
issues
associated
with
their
computer
programs.
After
these
reviews
were
completed,
a
recommendation
of
a
vendor,
which
met
the
needs
of
the
utility,
was
made
and
a
presentation
was
provided
to
the
utility
board
members.
This
was
significant
independent
review
that
provided
the
utility,
which
was
in
regulatory
trouble,
the
alternative
to
perform
LOCA
analyses. Risk Analysis and Application At
RBS,
the
PSA
was
used
almost
everyday
and
Mr.
Miller
was
the
responsible
manager
and
technical
lead
for
its
development
and
use.
Risk
assessment
was
used
in
fire
protection
issues,
miss-oriented
bundle
accidents,
stability,
HVAC
issues,
and
licensing
issues.
An
outage
risk
scenario
was
developed
to
help
outage
planners
take
systems
out
of
service
with
respect
to
risk.
During
one
of
RBS's
major
outages,
risk
factors
were
determined
before
the
plant
was
shut
down
to
help
planners
lay
out
the
outage
with
respect
to
minimizing
risk. Mr.
Miller
was
the
lead
engineer
and
supervisor
in
developing
the
PSA
at
RBS.
In
the
1980's,
Mr.
Miller's
group
was
one
of
the
Nuclear
Power
Industry
leaders
in
using
PSA
for
decision-making.
To
develop
the
PSA
for
the
power
plant,
precise
system
models
of
the
plant
were
constructed
using
system
specifications,
plant
drawings,
plant
walk
downs,
operator
interviews
and
detailed
analysis
using
CAFTA
and
thermal
hydraulic
simulators.
The
CAFTA
and
the
T/H
simulator
computer
programs
were
used
to
develop
accident
scenarios,
event
trees
and
fault
trees.
In
addition
to
the
nuclear
steam
supply
systems
(NSSSs)
and
balance
of
plant
(BOP)
systems,
the
containment
systems
were
also
simulated
in
the
CAFTA
analyses
to
predict
the
containment
failure
frequency.
The
models
were
also
modified
to
include
fire
risk.
From
this
information,
maintenance
and
outage
activities
were
prioritized
and
safety
assessments
were
performed
for
special
events
and
evolutions.
The
RBS
PSA
was
submitted
to
the
NRC
as
the
station’s
individual
plant
examination
(IPE).
An
example
for
using
the
PSA
is
presented
in
the
following
paragraph.
The
power
plant
was
to
start-up
from
an
outage
when
one
of
the
two
main
transformers
failed.
Since
the
transformers
were
not
in
the
Technical
Specifications,
they
were
not
considered
a
safety
threat
to
the
plant.
The
Senior
Vice
President,
in
trying
to
be
thorough,
still
required
a
PSA
to
ensure
that
the
start-up
was
safe.
The
transformers
were
not
in
the
PSA
model
so
they
were
modeled
and
included
in
the
PSA
model
and
then
risk
change
probabilities
were
determined.
As
it
turned
out,
having
one
transformer
out
when
the
plant
started-up
was
risk
significant
and
plant
staff
were
informed
of
the
finding.
The
utility
was
losing
$350,000
per
day
while
the
plant
was
down,
and
plant
staff
were
anxious
to
start-up.
It
was
imperative
that
a
good
explanation
of
the
PSA
process
was
presented.
Mr.
Miller
developed
a
presentation
that
explained
in
layman
terminology,
the
safety
risk
of
starting
the
plant
with
only
one
transformer
available.
There
was
a
very
robust
interchange
of
information
at
the
meeting,
but
by
the
end
of
the
day,
it
was
concluded
that
it
was
risky
to
start-up
the
plant
without
the
additional
transformer.
The
plant
stayed
down
for
an
additional
three
days
so
a
new
transformer
could
be
installed.
This
was
an
extremely
beneficial
use
of
the
PSA
since
it
kept
plant
staff
from
putting
the
plant
at
risk.
This
study,
which
was
performed
in
1988,
was
one
of
initial
PSA
studies
that
were
used
to
make
a
significant
decision
for
the
plant.
This
was
also
a
turning
point
for
the
nuclear
industry,
which
started
to
use
PSA
for
non-Technical
Specification
decision-making. A
comprehensive
safety
and
risk
assessment
enrolled
many
tools
from
engineering
analysis.
The
mechanistic
assessment
must
be
conducted
to
determine
the
physical
restraints
and
limitations
of
the
system
under
investigation.
Mechanistic
tools
used
were
RELAP5,
RETRAN,
KYPIPE,
NASTRAN
and
ADLPIPE.
With
these
tools
a
system
can
be
simulated
to
determine
thermal
hydraulic
and
structural
behavior
of
the
system.
Human
factors
must
also
be
factored
into
the
assessment.
This
is
done
through
the
use
of
CAFTA
using
event
trees
and
fault
trees.
Mechanistic
tools
can
determine
the
failure
or
fault
of
the
system
and
determine
when
it
happens
and
CAFTA
can
combine
these
probabilities
to
determine
the
total
probability
of
an
end
point
condition
such
as
pipe
failure,
containment
failure
or
core
damage.
Sometimes
it
is
important
to
determine
the
probability
of
a
pipe
failure
just
to
determine
how
credible
the
event
is.
Mr.
Miller
was
the
technical
lead
on
a
comprehensive
safety
and
risk
assessment
using
all
the
elements
presented
above.
During
a
transient
at
the
plant,
high
pressure
core
spray
injection
was
initiated.
Subsequent
to
this
event,
the
motor
operated
valve
(MOV),
an
isolation
valve,
was
inadvertently
opened
when
the
reactor
was
at
full
pressure.
The
other
isolation
valve,
which
is
a
check
valve,
should
have
closed
against
the
back
flow.
Based
on
test
information
taken
during
the
event,
it
appeared
that
the
check
valve
stuck
open
for
a
short
period
of
time.
Since
this
system
is
designed
as
a
cold-water
high-pressure
system,
the
hot
water
high-pressure
situation
represented
a
potential
interfacing
LOCA.
Since
the
MOV
was
opened
inadvertently
and
the
check
valve
stuck
open
for
a
period
of
time,
it
was
necessary
to
determine
how
this
changed
the
core
damage
frequency
(CDF)
of
the
plant.
Using
mechanistic
methods,
it
was
determined
how
far
the
hot
water
proceeded
into
the
HPCS.
Using
this
information,
a
structure
analysis
was
performed
to
determine
the
impact
on
the
structural
integrity
of
the
system.
This
information
along
with
other
human
factor
information
was
integrated
into
the
plant
PSA
to
impact
on
CDF.
Since
this
was
a
thermal
stress
cycle
to
the
HPCS
that
was
not
originally
factored
into
the
plant
PSA,
the
plant
PSA
was
also
changed
to
include
this
condition.
It
was
shown
that
this
single
cycle
of
the
HPCS
system
did
not
impact
CDF
significantly,
but
another
similar
cycle
to
the
system
would
impact
the
containment
damage
frequency
and
the
plant
PSA
was
changed
to
reflect
this
new
condition.
This
assessment
was
significant
since
it
showed
plant
staff
how
important
it
is
to
keep
check
valves
in
good
working
order
and
that
an
event
can
change
the
CDF
of
the
plant.
Mr.
Miller
has
presented
many
orals
and
written
presentations
over
the
years.
Some
of
this
information
was
administrative
and
some
of
it
was
very
technical.
Some
examples
of
oral
and
written
presentations
are
presented
below. During
some
of
Mr.
Miller’s
undergraduate
work,
he
did
not
perform
as
well
as
he
should
have,
but
he
was
interested
in
attending
graduate
school.
His
cumulative
grade
point
average
was
slightly
below
3.0.
Since
it
was
in
the
early
1970’s,
the
construction
of
nuclear
plants
was
expanding
rapidly,
and
a
degree
in
Nuclear
Engineering
was
very
desirable.
With
a
grade
point
average
of
less
than
3.0,
it
was
going
to
be
very
difficult
to
get
accepted
at
a
good
Nuclear
Engineering
Program.
Mr.
Miller
was
graduating
from
University
of
Arkansas
in
Mechanical
Engineering
and
he
was
interested
in
obtaining
a
Master
of
Science
in
Nuclear
Engineering.
Kansas
State
University
was
one
of
the
best
Nuclear
Engineering
schools
in
the
region.
Mr.
Miller
took
the
Graduate
Record
Exam
and
only
scored
above
average
so
it
would
not
be
much
of
a
factor.
It
really
came
down
to
the
application
letter.
In
the
letter,
Mr.
Miller
explained
why
some
of
his
grades
were
not
as
good
as
they
should
have
been
and
he
also
provided
a
narrative
on
why
he
wanted
to
be
a
Nuclear
Engineer.
The
competition,
as
you
can
imagine
at
that
time,
was
fierce.
The
prize
was
tuition
paid
education
at
Kansas
State
University
and
a
Graduate
Research
Assistantship
(GRA)
stipend
of
$350
per
month,
which
was
enough
for
his
car
and
housing
payments.
Three
new
GRAs
were
selected,
and
Mr.
Miller
was
fortunate
enough
to
be
one
of
those.
The
other
two
individuals
had
at
least
3.8
grade
point
averages
in
their
undergraduate
work.
Mr.
Miller
was
told
later
that
his
application
letter
was
the
reason
that
he
was
selected;
so
outstanding
writing
can
pay
handsome
dividends.
The
defense
of
Mr.
Miller’s
thesis
also
brings
to
mind
a
significant
presentation
in
front
of
his
superiors
that
was
extremely
important
for
attaining
his
degree.
Through
the
years,
there
have
been
many
organizations
that
he
has
lead
and
conferences
that
he
has
organized
that
required
superior
written
and
oral
communications
to
succeed.
A
few
examples
will
be
provided
in
the
following
paragraphs. In
presenting
all
of
his
technical
papers
and
the
results
of
many
technical
reports,
Mr.
Miller
has
improved
his
written
and
oral
presentation
skills.
One
the
most
difficult
presentation
situations,
occurs
when
the
speaker
must
persuade
the
audience
to
change
their
mind
on
a
subject.
Budget
meetings
have
always
required
strong
negotiation
tactics
and
presentation
skills.
Mr.
Miller
has
made
many
convincing
presentations
at
budget
meetings
and
the
following
provides
an
example.
He
was
able
to
develop
a
strong
analytical
department
at
RBS,
which
contained
approximately
30
Engineers
(all
of
them
with
computers
and
many
qualified
computer
programs),
from
a
small
group
of
three
engineers
with
no
computers.
He
did
this
by
thoroughly
preparing
the
budget
requests
with
convincing
arguments
and
providing
an
excellent
presentation.
One
of
his
most
challenging
budget
presentations
was
to
convince
the
Senior
Vice
President
and
his
staff
to
begin
the
Individual
Plant
Examination
(IPE)
work
before
the
NRC
required
it.
In
a
utility
company
that
had
declared
bankruptcy
the
year
before,
this
was
a
truly
remarkable
feat.
This
feat
was
primarily
accomplished
by
showing
the
utility
executives
how
the
organization
could
use
the
IPE
to
make
the
plant
much
safer
with
less
work
and
less
cost. Once
the
IPE
was
completed,
the
next
step
was
to
show
engineers
and
managers
how
to
use
it
and
to
believe
the
statistical
results.
One
extraordinary
experience
Mr.
Miller
had,
when
he
began
using
the
IPE
to
make
decisions,
is
presented
here.
The
plant
was
just
about
to
start
up
from
an
outage
and
one
of
the
two
main
transformers
failed.
Since
the
transformers
were
not
in
the
Technical
Specification,
they
were
not
considered
a
safety
threat
to
the
plant.
The
Senior
Vice
President,
in
trying
to
be
thorough,
still
wanted
to
know
from
the
IPE
if
it
would
be
a
safety
threat
for
the
plant
to
start-up
with
only
one
main
transformer.
The
transformers
were
not
on
the
IPE
model
so
we
had
three
days
to
develop
the
model
and
then
to
perform
risk
change
probabilities.
As
it
turned
out,
having
one
transformer
out
when
the
plant
started-up,
was
risk
significant
so
plant
staff
was
informed
of
the
finding.
A
very
determined
plant
manger,
whose
bonus
depended
on
capacity
factors,
did
not
think
it
was
reasonable
to
keep
the
Plant
down
because
of
a
failed
system
that
was
not
in
the
Technical
Specifications.
The
IPE
was
still
fairly
new
to
plant
staff
and
Mr.
Miller
knew
that
it
would
take
a
very
persuasive
augment
to
keep
the
plant
down
until
the
new
transformer
was
installed.
GSU
was
losing
$350,000
per
day
when
the
plant
was
down.
Mr.
Miller
and
associates
developed
a
presentation
that
explained
in
terms
that
operations
and
maintenance
staff
could
understand,
the
safety
risk
of
starting
the
plant
with
only
one
transformer
available.
There
was
a
very
robust
interchange
of
information
at
the
plant
meeting,
but
by
the
end
of
the
day,
the
point
was
made
that
the
plant
would
be
unsafe
to
start
in
it’s
present
configuration
and
the
plant
stayed
down
for
an
additional
three
days
so
a
new
transformer
could
be
installed.
During
the
time
at
RBS,
Mr.
Miller
was
asked
to
prepare
a
presentation
to
the
NRC
regional
staff.
The
most
challenging
of
these
presentations
was
to
present
our
explanation
of
a
safety
evaluation
for
a
Level
III
violation.
The
NRC
called
this
an
enforcement
meeting.
RBS
plant
staff
was
required
to
make
these
presentations
at
Arlington,
Texas
where
Region
IV
headquarters
was
located.
Of
course,
the
enforcement
meeting
was
always
very
critical,
primarily
in
terms
of
plant
safety
perception.
Also,
fines
could
easily
be
assessed
up
to
$100,000,
if
plant
safety
was
challenged
when
the
violation
occurred.
The
most
memorable
enforcement
meeting
that
Mr.
Miller
was
responsible
for
presenting
the
safety
evaluation,
was
a
case
where
plant
staff
had
left
a
residual
heat
removal
(RHR)
valve
operable
when
they
should
have
isolated
the
RHR
valve.
There
was
a
remote
chance
that
hot
and
pressurized
reactor
water
could
enter
the
pipeline
designed
for
cold-water
transport,
creating
the
potential
for
an
interfacing
LOCA.
Mr.
Miller’s
presentation
consisted
of
a
safety
evaluation
based
on
a
probabilistic
argument
(i.e.,
IPE
assessment)
and
a
mechanistic
argument
based
on
performing
thermal
hydraulic
and
stress
analyses
to
show
that
the
pipe
would
not
fail
in
the
extreme
condition
as
long
it
occurred
only
once.
Because
Mr.
Miller
provided
a
thorough
and
convincing
presentation,
the
NRC
staff
found
that
there
were
no
safety
significance
issues
associated
with
the
violation
and
therefore
no
fine
was
assessed. Mr.
Miller
has
provided
many
orals
and
written
presentations
to
civilian
and
government
groups
and
he
has
always
received
positive
feedback. Mr.
Miller
has
been
involved
with
many
different
groups
of
people
with
varied
interests
and
has
successfully
negotiated
winning
strategies
for
most
situations.
He
was
the
chairman
of
the
Missouri/Kansas
(MO/KAN)
Section
of
the
American
Nuclear
Society
where
he
was
responsible
for
coordinating
meetings
with
different
groups
throughout
the
country.
For
example,
a
joint
meeting
was
held
with
the
US
Air
force
command
in
Kansas
City,
where
college
students
from
Kansas
State
University,
Kansas
University,
University
of
Missouri
at
Columbia,
and
the
University
of
Missouri
at
Rolla
were
transported
to
participate
at
the
meeting
in
the
Kansas
City
metropolitan
area.
General
Duke
was
our
guest
speaker.
He
was
the
last
astronaut
to
land
on
the
moon.
It
was
a
great
success
due
to
the
teamwork
of
the
many
people
involved,
which
Mr.
Miller
orchestrated.
While
he
was
a
member
of
the
MO/KAN
Section,
he
set
up
information
booths
at
the
Kansas
City
Energy
Expo
every
year.
It
was
also
a
pleasure
to
debate
nuclear
energy
with
Green
Peace
and
other
anti
nuclear
groups
in
front
of
a
large
audience.
On
many
occasions,
Mr.
Miller
had
the
audience
convinced
that
Nuclear
was
the
way
to
go
with
respect
to
energy
use.
Mr.
Miller
was
also
the
chairman
of
the
Louisiana
Section
of
the
American
Nuclear
Society
and
building
a
consensus
was
always
a
must
in
managing
monthly
meetings
and
the
organization. At
RBS,
teamwork
and
consensus
building
were
imperative
to
successfully
managing
an
onsite
Engineering
organization.
Most
work
groups
consisted
of
Maintenance,
Operations,
System
Engineering
and
Engineering
with
oversight
groups
also
participating.
The
oversight
groups
consisted
of
NRC
Inspectors,
Quality
Assurance
and
Control
Staff,
Facility
Review
Committee,
and
the
Senior
Oversight
Committee.
All
of
these
groups
had
diverse
backgrounds
and
different
reasons
for
various
projects
to
be
performed.
Usually
when
we
had
a
significant
problem,
the
primary
groups,
i.e.,
Operations,
Maintenance,
System
Engineering
and
Engineering
would
hold
a
meeting
to
evaluate
the
problem
and
develop
a
root
cause(s)
for
the
problem.
Engineering
would
take
the
lead
and
Mr.
Miller,
as
one
the
lead
engineers,
would
provide
leadership
in
identifying
major
contributors
for
the
meeting
and
organizing
the
meeting.
Since
most
of
these
groups
had
their
own
“bones
to
pick”,
it
was
really
important
to
keep
the
meeting
on
track
and
to
ensure
the
appropriate
individuals
provided
critical
information,
e.g.,
system
performance,
collaborating
test
data
and
analysis,
and
maintenance
and
operation
history.
It
would
generally
take
several
meetings
to
develop
a
satisfactory
root
cause
and
propose
possible
design
changes
to
fix
the
problem.
It
was
always
essential
to
convince
a
consensus
of
the
participants
at
the
meeting
to
agree
on
the
root
cause
and
the
corrective
actions
(usually
a
design
modification
along
with
procedures
and
other
document
changes).
The
meeting
notes
were
written
and
all
participants
concurred
on
the
conclusions
and
recommendations.
Some
of
these
projects
were
very
costly
and
required
more
than
a
year
to
complete
and
it
was
crucial
that
all
major
groups
in
the
company
agreed
with
the
proposal.
This
is
one
example
of
team
building
and
developing
winning
strategies
that
was
necessary
in
running
a
successful
plant.
There
were
many
other
situations
of
less
importance
than
the
example
given
above
and
some
that
were
more
important
with
respect
to
regulatory
significance.
The
case
that
comes
to
mind
in
the
regulatory
area
is
the
BWR
Reactor
Stability
issue.
Mr.
Miller
was
a
member
of
the
boiling
water
reactor
owners
group
(BWROG)
Reactor
Stability
Committee
as
a
Steering
Committee
Member
for
three
years.
During
that
time,
the
owners
developed
a
general
consensus
among
each
other
on
the
appropriate
stability
design
and
also
convinced
the
NRC
representatives
that
we
were
doing
the
right
thing
and
taking
the
correct
approach.
In
reality,
the
NRC
staff
was
team
players,
with
the
owners,
in
a
very
political
and
high
visibility
issue.
This
was
necessary
for
the
owners
since
the
stability
fix
had
the
potential
for
significantly
impacting
operations
and
the
plant
capacity
factor. Another
example,
in
which
Mr.
Miller
was
involved
in
regulatory
affairs,
occurred
when
I
was
asked
to
be
the
lead
technical
consultant
for
the
NRC
Engineering
Inspections
at
selected
plant
sites.
This
required
a
meeting
with
NRC
representatives
from
Regions
III
and
IV
at
a
plant
site
and
as
a
team,
perform
an
Engineering
Inspection
of
site
engineering.
We
met
everyday
for
three
weeks
and
discussed
issues
that
surfaced
during
the
day.
Plant
staffs
were
also
involved
in
these
discussions.
It
was
crucial
that
we
concurred
on
our
findings,
which
were
presented
to
plant
management
at
the
end
of
the
third
week,
and
later
to
the
NRC
staff.
There
were
many
times
that
we
disagreed
on
issues,
but,
as
a
team,
were
able
to
resolve
them
successfully. As Director of Nuclear Engineering at RBS, we were responsible for plant operation 24 hours a day and 7 days a week. Many times, he would be called at 3 A.M. to report to the plant where a group of people gathered to solve a problem that could shut down the plant. Many of these team members did not know each very well, but it was always necessary that these team members worked together and Senior Company personnel and the NRC were informed of the team’s decisions and that everyone was in agreement. Two of Mr. Miller's primary responsibilities were to ensure that the team communication was excellent and that the team succeeded. At
RBS,
Mr.
Miller
was
the
emergency
preparedness
Technical
Support
Manager
(TSM)
for
emergency
drills.
This
position
required
excellent
communication
among
all
groups
associated
with
the
drill.
These
groups
included
the
NRC,
civilian
authorities,
company
executives
and
the
staff
in
the
technical
support
center.
In
these
drills,
decisions
were
quick
and
all
communication
had
to
be
clear
and
effective. There
were
many
Engineering
inspections
at
RBS
and
Mr.
Miller
was,
at
times,
appointed
liaison
between
the
inspection
team
and
the
NRC.
Mr.
Miller
was
appointed
the
Engineering
liaison
for
our
most
critical
engineering
inspection,
a
NRC
Operational
Inspection.
This
inspection
was
similar
to
an
NRC
diagnostic
inspection,
where
the
NRC
brought
in
20
inspectors
whom
looked
at
everything
in
the
plant.
It
was
extremely
important
that
communications
were
vertical
and
horizontal,
in
that,
it
was
just
as
important
to
adequately
brief
the
company
CEO
as
it
was
to
brief
the
maintenance
crew.
In
addition
to
the
daily
briefings,
Mr.
Miller
supervised
all
activities
within
the
Engineering
organization
that
was
responding
to
the
inspection. |
http://www.AvillageWeTrust.com
_______________________________________________________________________________
703
313-9138
Principal Engineer
_______________________________________________________________________________
Fuel
Pool
Thermal
Hydraulic
Calculations
and
Evaluations
Developing
Design
and
Layout
of
Various
Web
Projects
Designing
and
Programming
the
Web
Layout
for
Calculations
on
EDA
Solutions
_______________________________________________________________________________
Mr.
Miller
has
over
20
years
of
experience
in
Design,
Analysis
and
Computer
Applications.
_______________________________________________________________________________
Genealogy
Reading
History
and
Theology
_______________________________________________________________________________
Last revised: October 30, 2000
Please send comments to: SiteManager@millerjs.com