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NASA NTRS2016

NASA Human System Risk Assessment Process

NASA utilizes an evidence based system to perform risk assessments for the human system for spaceflight missions. The center of this process is the multi-disciplinary Human System Risk Board (HSRB). The HSRB is chartered from the Chief Health and Medical Officer (OCHMO) at NASA Headquarters. The HSRB reviews all human system risks via an established comprehensive risk and configuration management plan based on a project management approach. The HSRB facilitates the integration of human research (terrestrial and spaceflight), medical operations, occupational surveillance, systems engineering and many other disciplines in a comprehensive review of human system risks. The HSRB considers all factors that influence human risk. These factors include pre-mission considerations such as screening criteria, training, age, sex, and physiological condition. In mission factors such as available countermeasures, mission duration and location and post mission factors such as time to return to baseline (reconditioning), post mission health screening, and available treatments. All of the factors influence the total risk assessment for each human risk. The HSRB performed a comprehensive review of all potential inflight medical conditions and events and over the course of several reviews consolidated the number of human system risks to 30, where the greatest emphasis is placed for investing program dollars for risk mitigation. The HSRB considers all available evidence from human research and, medical operations and occupational surveillance in assessing the risks for appropriate mitigation and future work. All applicable DRMs (low earth orbit for 6 and 12 months, deep space for 30 days and 1 year, a lunar mission for 1 year, and a planetary mission for 3 years) are considered as human system risks are modified by the hazards associated with space flight such as microgravity, exposure to radiation, distance from the earth, isolation and a closed environment. Each risk has a summary two-page assessment representing the state of knowledge/evidence of that risk, available risk mitigations, traceability to the Space Flight Human System Standards (SFHSS) and program requirements, and future work required. These data then can drive coordinated budgets across the Human Research Program, the International Space Station, Crew Health and Safety and Advanced Exploration System budgets to provide the most economical and timely mitigations. The risk assessments were completed for the 6 DRMs and serve as the baseline for which subsequent research and technology development and crew health care portfolios can be assessed. The HSRB reviews each risk at least annually or when new evidence/information is available that adds to the body of evidence. The current status of each risk can be reported to program management for operations, budget reviews and general oversight of the human system risk management program.

Francisco, D.↗
DOE OSTI2023

Oak Ridge National Laboratory Annual Sustainability Report 2023

ORNL, managed under contract by UT-Battelle LLC, is DOE’s largest science and energy laboratory and, as such, executes the widest range of mission capabilities. Diverse expertise spans a broad range of scientific and engineering disciplines, enabling research and science achievements to accelerate the delivery of solutions to the marketplace. ORNL supports DOE’s national missions of scientific discovery, clean energy, and security. To execute these activities, ORNL has grown significantly over 80 years of continuous operations, consisting of facilities with commissioning dates ranging from the 1940s to the present—an extraordinary set of distinctive scientific facilities and equipment. The complexities of such a variety of facilities require teamwork among divisions, a wide variety of conservation projects, and creative strategies to achieve the desired energy and water savings. Such a diverse and unique set of major facilities, totaling over 5.5 million square feet, with 6,000 employees, requires an innovative plan to accomplish advancements in operational efficiencies. ORNL is tasked with the management of an extraordinary set of distinctive scientific facilities and equipment for DOE. ORNL is mission-driven, and its mission has grown substantially over the decades. ORNL’s core research capabilities provide broad science and technology support for DOE in the areas of energy, environment, and national security. Currently, ORNL is a world leader in materials, neutron, and nuclear science and engineering, and in high-performance computing and data analytics. ORNL’s vast portfolio of research facilities must be maintained and carefully upgraded to protect the nation’s investment in scientific analysis. The goal of sustainable and resilient operations is to enable more effective execution of ORNL’s science and technology mission. Sustainable operational practices and enhanced resilience strive for excellent results while remaining diligent in energy conservation, environmental stewardship, asset management, and community engagement. The Sustainable ORNL Program (Sustainable ORNL) Continuous improvements in operational and business processes must be integrated into the fabric of the ORNL culture to maximize the return from the investment made in modernizing facilities and equipment. The Sustainable ORNL program promotes the legacy of system-wide best practices, management commitment, and employee engagement that will lead ORNL into a future of efficient, resilient, and sustainable operations. ORNL leadership and Sustainable ORNL champions receive regular status reports on the progress of each project and focus area (i.e., roadmap) and periodic summary reports. More information can be found at the program’s website. The Sustainable ORNL roadmap structure endorses 15 vital roadmaps. The figure below summarizes the current project assignments and demonstrates that each project contributes to the wellbeing of the whole. Continuous employee engagement and regular status reports confirm the ideals of the program. The roadmap structure is not static; as the science mission advances and the needs of the organization evolve, the Sustainable ORNL roadmap structure elements are modified to align with developing priorities. In 2022, Sustainable ORNL made roadmap changes to better align ORNL to support new federal requirements that have been issued.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS2011

NASA Education Recommendation Report - Education Design Team 2011

NASA people are passionate about their work. NASA's missions are exciting to learners of all ages. And since its creation in 1958, NASA's people have been passionate about sharing their inspiring discoveries, research and exploration with students and educators. In May 2010, NASA administration chartered an Education Design Team composed of 12 members chosen from the Office of Education, NASA's Mission Directorates and Centers for their depth of knowledge and education expertise, and directed them to evaluate the Agency's program in the context of current trends in education. By improving NASA's educational offerings, he was confident that the Agency can play a leading role in inspiring student interest in science, technology, engineering and mathematics (STEM) as few other organizations can. Through its unique workforce, facilities, research and innovations, NASA can expand its efforts to engage underserved and underrepresented communities in science and mathematics. Through the Agency's STEM education efforts and science and exploration missions, NASA can help the United States successfully compete, prosper and be secure in the 21st century global community. After several months of intense effort, including meeting with education experts; reviewing Administration policies, congressional direction and education research; and seeking input from those passionate about education at NASA, the Education Design Team made six recommendations to improve the impact of NASA's Education Program: (1) Focus the NASA Education Program to improve its impact on areas of greatest national need (2) Identify and strategically manage NASA Education partnerships (3) Participate in National and State STEM Education policy discussions (4) Establish a structure to allow the Office of Education, Centers and Mission Directorates to implement a strategically integrated portfolio (5) Expand the charter of the Education Coordinating Committee to enable deliberate Education Program design (6) Improve communication to inspire learners

Pengra, Trish↗
NASA NTRS2017

Augmenting Space Technology Program Management with Secure Cloud & Mobile Services

The National Aeronautics and Space Administration (NASA) Game Changing Development (GCD) program manages technology projects across all NASA centers and reports to NASA headquarters regularly on progress. Program stakeholders expect an up-to-date, accurate status and often have questions about the program's portfolio that requires a timely response. Historically, reporting, data collection, and analysis were done with manual processes that were inefficient and prone to error. To address these issues, GCD set out to develop a new business automation solution. In doing this, the program wanted to leverage the latest information technology platforms and decided to utilize traditional systems along with new cloud-based web services and gaming technology for a novel and interactive user environment. The team also set out to develop a mobile solution for anytime information access. This paper discusses a solution to these challenging goals and how the GCD team succeeded in developing and deploying such a system. The architecture and approach taken has proven to be effective and robust and can serve as a model for others looking to develop secure interactive mobile business solutions for government or enterprise business automation.

Hodson, Robert F.↗
DOE OSTI2025

Component Identification of Solid Biomass Fuels Using Reflected Light Microscopy: Interlaboratory Study 2

As nations transition toward sustainable energy systems, biomass has become a vital component of global energy portfolios. Derived from organic materials such as wood, agricultural residues, forestry byproducts, and organic waste, biomass is a renewable energy source with significant environmental and economic benefits. Responsible biomass energy production can improve waste management, reduce emissions of greenhouse gases, and mitigate environmental pollution. However, as the diversity of biomass-derived fuels increases, robust quality assessment methods are essential to ensure their efficiency, safety, and minimal environmental impact. Reflected light microscopy (RLM) is one such technique with the potential to complement conventional physico-chemical analyses by enabling a rapid identification of material constituents and impurities. To refine this methodology and evaluate the reproducibility of solid biomass component identification using RLM, an interlaboratory study (ILS) was conducted. The study involved the recognition of 58 components across 45 photomicrographs, with the participation of 65 scientists and students from 25 countries. The participants faced high difficulty identifying some of the marked components, and as a result, the percentage of correct answers ranged from 19.0 % to 98.3 %, with an average correct identification rate of 62.7 %. The most challenging aspects of the identification process included distinguishing between woody and non-woody (agro) biomass, accurately identifying petroleum-derived materials, and differentiating agro biomass from inorganic matter. The results suggest that while RLM is an important tool for characterizing solid biomass, further development of methodology guidelines and training are necessary to enhance its effectiveness. Future research should prioritize preparing detailed, image-rich, microscopic morphological descriptions of biomass fuel components, which could improve the accuracy and reliability of using RLM in biomass fuel characterization.

09 BIOMASS FUELS↗
NASA NTRS2003

Probabilistic Causal Analysis for System Safety Risk Assessments in Commercial Air Transport

Aviation is one of the critical modes of our national transportation system. As such, it is essential that new technologies be continually developed to ensure that a safe mode of transportation becomes even safer in the future. The NASA Aviation Safety Program (AvSP) is managing the development of new technologies and interventions aimed at reducing the fatal aviation accident rate by a factor of 5 by year 2007 and by a factor of 10 by year 2022. A portfolio assessment is currently being conducted to determine the projected impact that the new technologies and/or interventions may have on reducing aviation safety system risk. This paper reports on advanced risk analytics that combine the use of a human error taxonomy, probabilistic Bayesian Belief Networks, and case-based scenarios to assess a relative risk intensity metric. A sample case is used for illustrative purposes.

Luxhoj, James T.↗
NASA NTRS2010

An Overview of the NASA Aeronautics Test Program Strategic Plan

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Marshall, Timothy J.↗
NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Explorations

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decision-making. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful concept to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting.

Caruso, Pamela W.↗
NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Exploration Solutions

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decisionmaking. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful tool to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting. Sustainable space exploration solutions demand that all lifecycle phases be optimized. Adopting PLM, which has been used by the automotive industry for many years, for aerospace applications provides a foundation for strong, disciplined systems engineering and accountable return on investment by making lifecycle considerations variables in an iterative decision-making process. This paper combines the perspectives of the founding father of PLM, along with the experience of Engineering leaders who are implementing these processes and practices real-time. As the nation moves from an industrial-based society to one where information is a valued commodity, future NASA programs and projects will benefit from the experience being gained today for the exploration missions of tomorrow.

Caruso, Pamela W.↗
NASA NTRS2015

Fault Management Architectures and the Challenges of Providing Software Assurance

The satellite systems Fault Management (FM) is focused on safety, the preservation of assets, and maintaining the desired functionality of the system. How FM is implemented varies among missions. Common to most is system complexity due to a need to establish a multi-dimensional structure across hardware, software and operations. This structure is necessary to identify and respond to system faults, mitigate technical risks and ensure operational continuity. These architecture, implementation and software assurance efforts increase with mission complexity. Because FM is a systems engineering discipline with a distributed implementation, providing efficient and effective verification and validation (VV) is challenging. A breakout session at the 2012 NASA Independent Verification Validation (IVV) Annual Workshop titled VV of Fault Management: Challenges and Successes exposed these issues in terms of VV for a representative set of architectures. NASA's IVV is funded by NASA's Software Assurance Research Program (SARP) in partnership with NASA's Jet Propulsion Laboratory (JPL) to extend the work performed at the Workshop session. NASA IVV will extract FM architectures across the IVV portfolio and evaluate the data set for robustness, assess visibility for validation and test, and define software assurance methods that could be applied to the various architectures and designs. This work focuses efforts on FM architectures from critical and complex projects within NASA. The identification of particular FM architectures, visibility, and associated VVIVV techniques provides a data set that can enable higher assurance that a satellite system will adequately detect and respond to adverse conditions. Ultimately, results from this activity will be incorporated into the NASA Fault Management Handbook providing dissemination across NASA, other agencies and the satellite community. This paper discusses the approach taken to perform the evaluations and preliminary findings from the research including identification of FM architectures, visibility observations, and methods utilized for VVIVV.

Fault Management↗
NASA NTRS2015

Fault Management Architectures and the Challenges of Providing Software Assurance

Fault Management (FM) is focused on safety, the preservation of assets, and maintaining the desired functionality of the system. How FM is implemented varies among missions. Common to most missions is system complexity due to a need to establish a multi-dimensional structure across hardware, software and spacecraft operations. FM is necessary to identify and respond to system faults, mitigate technical risks and ensure operational continuity. Generally, FM architecture, implementation, and software assurance efforts increase with mission complexity. Because FM is a systems engineering discipline with a distributed implementation, providing efficient and effective verification and validation (V&V) is challenging. A breakout session at the 2012 NASA Independent Verification & Validation (IV&V) Annual Workshop titled "V&V of Fault Management: Challenges and Successes" exposed this issue in terms of V&V for a representative set of architectures. NASA's Software Assurance Research Program (SARP) has provided funds to NASA IV&V to extend the work performed at the Workshop session in partnership with NASA's Jet Propulsion Laboratory (JPL). NASA IV&V will extract FM architectures across the IV&V portfolio and evaluate the data set, assess visibility for validation and test, and define software assurance methods that could be applied to the various architectures and designs. This SARP initiative focuses efforts on FM architectures from critical and complex projects within NASA. The identification of particular FM architectures and associated V&V/IV&V techniques provides a data set that can enable improved assurance that a system will adequately detect and respond to adverse conditions. Ultimately, results from this activity will be incorporated into the NASA Fault Management Handbook providing dissemination across NASA, other agencies and the space community. This paper discusses the approach taken to perform the evaluations and preliminary findings from the research.

Fault Management↗
NASA NTRS2004

Developing Advanced Support Technologies for Planetary Exploration Missions

The United States Vision for Space Exploration calls for sending robots and humans to explore the Earth s moon, the planet Mars, and beyond. The National Aeronautics and Space Administration (NASA) is developing a set of design reference missions that will provide further detail to these plans. Lunar missions are expected to provide a stepping stone, through operational research and evaluation, in developing the knowledge base necessary to send crews on long duration missions to Mars and other distant destinations. The NASA Exploration Systems Directorate (ExSD), in its program of bioastronautics research, manages the development of technologies that maintain human life, health, and performance in space. Using a systems engineering process and risk management methods, ExSD s Human Support Systems (HSS) Program selects and performs research and technology development in several critical areas and transfers the results of its efforts to NASA exploration mission/systems development programs in the form of developed technologies and new knowledge about the capabilities and constraints of systems required to support human existence beyond Low Earth Orbit. HSS efforts include the areas of advanced environmental monitoring and control, extravehicular activity, food technologies, life support systems, space human factors engineering, and systems integration of all these elements. The HSS Program provides a structured set of deliverable products to meet the needs of exploration programs. these products reduce the gaps that exist in our knowledge of and capabilities for human support for long duration, remote space missions. They also reduce the performance gap between the efficiency of current space systems and the greater efficiency that must be achieved to make human planetary exploration missions economically and logistically feasible. In conducting this research and technology development program, it is necessary for HSS technologists and program managers to develop a common currency for decision making and the allocation of funding. A high level assessment is made of both the knowledge gaps and the system performance gaps across the program s technical project portfolio. This allows decision making that assures proper emphasis areas and provides a key measure of annual technological progress, as exploration mission plans continue to mature.

Berdich, Debra P.↗
NASA NTRS2004

Developing Advanced Human Support Technologies for Planetary Exploration Missions

The United States Vision for Space Exploration calls for sending robots and humans to explore the Earth's moon, the planet Mars, and beyond. The National Aeronautics and Space Administration (NASA) is developing a set of design reference missions that will provide further detail to these plans. Lunar missions are expected to provide a stepping stone, through operational research and evaluation, in developing the knowledge base necessary to send crews on long duration missions to Mars and other distant destinations. The NASA Exploration Systems Directorate (ExSD), in its program of bioastronautics research, manages the development of technologies that maintain human life, health, and performance in space. Using a system engineering process and risk management methods, ExSD's Human Support Systems (HSS) Program selects and performs research and technology development in several critical areas and transfers the results of its efforts to NASA exploration mission/systems development programs in the form of developed technologies and new knowledge about the capabilities and constraints of systems required to support human existence beyond Low Earth Orbit. HSS efforts include the areas of advanced environmental monitoring and control, extravehicular activity, food technologies, life support systems, space human factors engineering, and systems integration of all these elements. The HSS Program provides a structured set of deliverable products to meet the needs of exploration programs. These products reduce the gaps that exist in our knowledge of and capabilities for human support for long duration, remote space missions. They also reduce the performance gap between the efficiency of current space systems and the greater efficiency that must be achieved to make human planetary exploration missions economically and logistically feasible. In conducting this research and technology development program, it is necessary for HSS technologists and program managers to develop a common currency for decision making and the allocation of funding. A high level assessment is made of both the knowledge gaps and the system performance gaps across the program s technical project portfolio. This allows decision making that assures proper emphasis areas and provides a key measure of annual technological progress, as exploration mission plans continue to mature.

Berdich, Debra P.↗
NASA NTRSDate not supplied

Cryogenic Fluid Management Using CFD - Development and Applications

The Fluid Dynamics Branch has positioned itself to support a wide range of customers in need of Cryogenic Fluid Management (CFM) analysis. A computational fluid dynamics (CFD) tool used for all manner of internal and external propulsion applications has been extended and refined to better model cryogenic propellant storage and tanking operations. Through the CFM Portfolio project, several validation activities were initiated. Validation of propellant tank self-pressurization, autogenous pressurization, slosh-induced ullage collapse, and jet-induced mixing all aid in defining model accuracy. The on-going validation effort has enabled confident application of the tool to in-line design and evaluation of CFM hardware and operations. Recent project support included design of no-vent fill operations using various techniques for the Human Landing System (HLS). Propellant transfer dynamics were predicted to ensure complete propellant delivery. Many more activities in support of HLS and other projects and programs were supported. The branch has engaged the CFM community to share recent findings and capabilities through conferences. To reach the wider community, a consolidation of fundamental findings from work on in-space pulsed settling maneuvers was distilled in an AIAA paper. Development and demonstration of CFM modeling capabilities continues in order to meet the needs of the agency and its industry partners in the endeavor to sustainably reach the Moon and beyond.

Jacob Brodnick↗
NASA NTRSDate not supplied

Validation of Cryogenic Propellant Tank Filling using Computational Fluid Dynamics Simulation

The Fluid Dynamics Branch at MSFC has positioned itself to support a wide range of customers in need of Cryogenic Fluid Management (CFM) analysis. A computational fluid dynamics (CFD) tool used for all manner of internal and external propulsion applications has been extended and refined to better model cryogenic propellant storage and tanking operations. Through the CFM Portfolio project, several validation activities were initiated. Validation of propellant tank self-pressurization, autogenous pressurization, slosh-induced ullage collapse, and jet-induced mixing all aid in defining model accuracy. The on-going validation effort has enabled confident application of the tool to in-line design and evaluation of CFM hardware and operations. Recent project support included defining the impact of in-space slosh dynamics on reaction control system mass for Space Launch System (SLS) upper stages. Propellant mixing strategies were defined to improve performance of a thermal vent system for a Commercial Lunar Payload Services (CLPS) partner. Design support of in-space maneuvers, tank hardware, and autogenous pressurization operations was also provided through Human Landing System (HLS) collaboration work. The branch has engaged the CFM community to share recent findings and capabilities through several forums including conferences, technical interchange meetings, and workshops. Development and demonstration of CFM modeling capabilities continues in this work on the no-vent fill of propellant tank in micro-gravity to meet the needs of NASA and its industry partners in the endeavor to sustainably reach the Moon and beyond.

CFD↗
DOE OSTI2024

DOE provides targeted technical assistance for manufacturers pursuing energy and resource efficiency

The U.S. Department of Energy (DOE) is committed to providing the industrial sector with resources and funding to support the development of innovative new technologies and processes. Previously, DOE’s Advanced Manufacturing Office was the front door of the department for many manufacturers. This office focused on two main missions: driving innovation in manufacturing technologies, and reducing energy and emissions related to manufacturing. These missions complemented each other in many ways, but as attention in these areas grew, so too did the need for specialization. In October 2022, the Advanced Manufacturing Office was reorganized into two new offices: the Advanced Materials and Manufacturing Technologies Office (AMMTO) and the Industrial Efficiency and Decarbonization Office (IEDO). For emissions-heavy industries, such as ceramics and glass, the latter office provides research and development funding, technical assistance, and demonstration support to help manufacturers along their journey to reduce emissions and increase resource efficiency. This article overviews the portfolio of resources applicable to ceramic and glass manufacturers through IEDO, including programs that were portioned into this office during the split and new offerings that were added since then. These programs and resources include energy management support, technology-specific guidance, and in-plant technical assistance.

Source record↗
NASA NTRSDate not supplied

Governing Data Findability, Accessibility, Interoperability and Reusability (FAIR) Compliance

The most recent data strategy documents at both the federal and NASA levels stipulate that systems should strive for the data they manage to be Findable, Accessible, Interoperable, and Reusable (FAIR). The NASA Life Sciences Portal (NLSP) has already begun leading efforts in this area for HRP, initiating efforts to comply with the FAIR principles. The broad interpretation of the FAIR principles has led to a plethora of tools that use a splay of metrics specifically but variably developed to judge how compliant data and systems are with the principles. A recent review [3] identified and studied 1,180 metrics across 20 publicly available tools for checking FAIR compliance of data and systems. Because of their very recent development, many organizations and data systems managers and developers have not yet had adequate time or resources to understand these FAIR compliance tools and metrics, their variations in design, accuracy or ease of application to their specific data sets and systems. Thus, it would be best for larger organizations like NASA to approach formulating a strategy for governance of FAIR compliance that can be flexibly applied and is adaptable to an evolving awareness knowledge of FAIR compliance methods and tools. In September 2024, the NASA Science Mission Directorate(SMD) organized a workshop on NASA science data repositories, including the topics of implementing FAIR and governing FAIR compliance across SMD. The initial part of these FAIR discussions focused on developing consensus around required science metadata fields. This is challenging given the diverse nature of NASA’s scientific data portfolio, the variety of metadata models and vocabularies used, and variable level of resources available to curate these data. Later discussion focused on three possible approaches to governing FAIR compliance: distributed, in which various programs, projects or systems define their own methods for assessing FAIR compliance, reporting results up appropriate management lines; centralized, in which higher-level organization(s) specify compliance tools or methods for the various data systems; and multi-level, in which a group comprised of individuals with expertise from multiple levels with organizations is formed to provide guidance and/or specifications for governing FAIR compliance. We report on the recommendations this session yielded, and how these might be shaped specifically to help implement and govern the compliance with FAIR of Human Research Program data and systems.

governance↗