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The biggest will be privatization of Hanford`s Tank Waste Remediation System, which will turn liquid tank waste into glass logs for eventual disposal. DOE`s drive to do it ``better, faster, cheaper`` has led us to look for more and larger partnerships with the private sector. We are proving we can get the job done better and for less money at Hanford. We reduced the size of the workforce, cut overhead expenses, eliminated paperwork, cancelled construction of new facilities, and reengineered our processes. We successfully met our FY 1995 Productivity Challenge through an aggressive cost reduction program that identified and eliminated more » unnecessary workscope and found ways to be more efficient. During the year, the Productivity Challenge actually grew to 23 percent because of recissions, Congressional budget reductions, and DOE Headquarters actions. This resulted in a Productivity Challenge whereby we took on more work at the beginning of the year than we had funding to complete. We began the year with an 8 percent reduction in our Environmental Management budget but at the same time were tasked with accomplishing additional workscope. « lessįiscal Year (FY) 1995 challenged us to dramatically reduce costs at Hanford. Education of regulatory agencies resulting in restructuring appropriate regulatory standards for specification of the horizontal drilling techniques will be a final project goal. Technology transfer to the private sector is ongoing and ultimately should result in commercial availability of the machinery. Secondary goals are being met via a basic philosophy of ``cut/thrust and compact cuttings without adding large quantities of fluid`` to an environmental problem site.
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The original goal of cost-effectiveness is being met through innovation, adaptation, and application of fundamental concepts. The project continues to test and develop the machinery and technique refinements needed for future applications at DOE, DOD, and private sector sites. Since that time the project has tested a variety of prototype machinery and hardware built by the industrial partner, and SNL.
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Preliminary activities included surveying the directional drilling access needs of various more » DOE sites, identifying an existing class of machinery that could be enhanced for environmental work through development, and establishing a mutually beneficial working relationship with an industry partner. The Sandia National Laboratories (SNL) project in directional boring for CMR of waste sites with enhanced machinery from the underground utility installation industry was initiated in 1990. Secondary goals of the characterization, monitoring and remediation (CMR) activity are: minimize secondary waste generation, minimize site impact, protect water tables, and develop methods/strategies to apply new technologies. Secondary goals are being met via a basic philosophy of ,Ĭoncern for the environment and cost reduction are the driving forces for a broad effort in government and the private sector to develop new, more cost-effective technologies for characterizing, monitoring and remediating environmental sites.
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The project has continued to test and develop machinery in FY 94. The project has tested a variety of prototype machinery and hardware built by the industrial partner, Charles Machine Works (CMW), and SNL at several sites (Savannah River Site (SRS), Hanford, SNL, Kirtland AFB (KAFB), CMW), successfully installed usable horizontal environmental test wells at SRS and SNL/KAFB, and functioned as a clearing house for information regarding application of existing commercial machinery to a variety of governmental and commercial sites. Concern for the environment and cost reduction are driving forces for a broad effort in government and the private sector to develop new, more cost-effective technologies for characterizing, monitoring and remediating environmental sites.