This week, we return to nuclear power. Specifically, nuclear construction and “learning curves.” It is intuitive that doing something over and over makes you better at it. In industry, this means driving down costs and timelines and boosting efficiencies. In many industries, the truth of learning curves is readily apparent. However, in Western nuclear construction it has been largely absent for decades. Robbie Stewart, CTO of Alva Energy, joins me to dissect why the nuclear industry struggles with what other industries take for granted, and highlight a few cases in nuclear that managed to buck this trend. From France's standardized reactor fleet to China's recent AP1000 acceleration, we explore the prerequisites for nuclear construction learning and why it takes more than just good engineering.We discuss:Wright's Law and its application (or misapplication) to nuclear constructionWhy nuclear is fundamentally different from factory-floor manufacturingThe three categories of nuclear learning: fixing mismanagement, technology insertion, and construction optimizationStatistical analysis of what drives successful learning rates in nuclear programsFrance's P4 series and South Korea's OPR-1000 as learning success storiesChina's dramatic improvements in AP1000 construction times through supply chain masteryThe critical role of integrated project management and utility ownershipPrerequisites for learning: standardized design, sequential builds, and institutional commitmentWhy inter-site learning is harder than intra-site learningThe developer model as a potential solution for geographic learning constraintsOntario's SMR program as a test case for modern nuclear learningRead extended shownotes on Substack

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