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NASA NTRS2010

Operational Lessons Learned from the Ares I-X Flight Test

The Ares I-X flight test, launched in 2009, is the first test of the Ares I crew launch vehicle. This development flight test evaluated the flight dynamics, roll control, and separation events, but also provided early insights into logistical, stacking, launch, and recovery operations for Ares I. Operational lessons will be especially important for NASA as the agency makes the transition from the Space Shuttle to the Constellation Program, which is designed to be less labor-intensive. The mission team itself comprised only 700 individuals over the life of the project compared to the thousands involved in Shuttle and Apollo missions; while missions to and beyond low-Earth orbit obviously will require additional personnel, this lean approach will serve as a model for future Constellation missions. To prepare for Ares I-X, vehicle stacking and launch infrastructure had to be modified at Kennedy Space Center's Vehicle Assembly Building (VAB) as well as Launch Complex (LC) 39B. In the VAB, several platforms and other structures designed for the Shuttle s configuration had to be removed to accommodate the in-line, much taller Ares I-X. Vehicle preparation activities resulted in delays, but also in lessons learned for ground operations personnel, including hardware deliveries, cable routing, transferred work and custodial paperwork. Ares I-X also proved to be a resource challenge, as individuals and ground service equipment (GSE) supporting the mission also were required for Shuttle or Atlas V operations at LC 40/41 at Cape Canaveral Air Force Station. At LC 39B, several Shuttle-specific access arms were removed and others were added to accommodate the in-line Ares vehicle. Ground command, control, and communication (GC3) hardware was incorporated into the Mobile Launcher Platform (MLP). The lightning protection system at LC 39B was replaced by a trio of 600-foot-tall towers connected by a catenary wire to account for the much greater height of the vehicle. Like Shuttle, Ares I-X will be stacked on a MLP and rolled out to the pad on a Saturn-era crawler-transporter. While Ares I-X was only held in place by the four hold-down posts on its aft skirt during rollout, a new vehicle stabilization system (VSS) attached to the vertical service structure kept the vehicle from undue swaying prior to launch at the pad, LC 39B. Following the launch, the flight test vehicle first stage was recovered with the aid of new parachutes resized to accommodate the five-segment-long first stage, which had a much greater length and mass than the Shuttle s reusable solid rocket boosters. After splashdown, recovery divers exercised extra care when handling the first stage to ensure that the flight data recorders in the fifth segment simulator were not damaged by exposure to sea water. The data recovered from the Ares I-X flight test will be very valuable in verifying the predicted environments and models used to design the vehicle. Lessons learned from Ares I-X will be shared with the Ares Projects through written and verbal reports and through integration of mission team members into the Project workforce.

Davis, Stephan R.↗
NASA NTRS2010

Constellation Program Design Challenges as Opportunities for Educational Outreach- Lessons Learned

The Texas Space Grant Consortium (TSGC) and the NASA Exploration Systems Mission Directorate (ESMD) Education Office both have programs that present design challenges for university senior design classes that offer great opportunities for educational outreach and workforce development. These design challenges have been identified by NASA engineers and scientists as actual design problems faced by the Constellation Program in its exploration missions and architecture. Student teams formed in their senior design class select and then work on a design challenge for one or two semesters. The senior design class follows the requirements set by their university, but it must also comply with the Accreditation Board for Engineering and Technology (ABET) in order to meet the class academic requirements. Based on a one year fellowship at a TSGC university under the NASA Administrator's Fellowship Program (NAFP) and several years of experience, lessons learned are presented on the NASA Design Challenge Program.

Trevino, Robert C.↗
NASA NTRS2010

Investing American Recovery and Reinvestment Act Funds to Advance Capability, Reliability, and Performance in NASA Wind Tunnels

The National Aeronautics and Space Administration's (NASA) Aeronautics Test Program (ATP) is implementing five significant ground-based test facility projects across the nation with funding provided by the American Recovery and Reinvestment Act (ARRA). The projects were selected as the best candidates within the constraints of the ARRA and the strategic plan of ATP. They are a combination of much-needed large scale maintenance, reliability, and system upgrades plus creating new test beds for upcoming research programs. The projects are: 1.) Re-activation of a large compressor to provide a second source for compressed air and vacuum to the Unitary Plan Wind Tunnel at the Ames Research Center (ARC) 2.) Addition of high-altitude ice crystal generation at the Glenn Research Center Propulsion Systems Laboratory Test Cell 3, 3.) New refrigeration system and tunnel heat exchanger for the Icing Research Tunnel at the Glenn Research Center, 4.) Technical viability improvements for the National Transonic Facility at the Langley Research Center, and 5.) Modifications to conduct Environmentally Responsible Aviation and Rotorcraft research at the 14 x 22 Subsonic Tunnel at Langley Research Center. The selection rationale, problem statement, and technical solution summary for each project is given here. The benefits and challenges of the ARRA funded projects are discussed. Indirectly, this opportunity provides the advantages of developing experience in NASA's workforce in large projects and maintaining corporate knowledge in that very unique capability. It is envisioned that improved facilities will attract a larger user base and capabilities that are needed for current and future research efforts will offer revenue growth and future operations stability. Several of the chosen projects will maximize wind tunnel reliability and maintainability by using newer, proven technologies in place of older and obsolete equipment and processes. The projects will meet NASA's goal of integrating more efficient, environmentally safer, and less energy consuming hardware and processes into existing tunnel systems. These include Environmental Protection Agency-approved refrigerants, energy efficient motors, and faster, flexible tunnel data systems.

Sydnor, Goerge H.↗
NASA NTRS2010

Space Shuttle Program Primary Avionics Software System (PASS) Success Legacy -Major Accomplishments and Lessons Learned

This presentation has shown the accomplishments of the PASS project over three decades and highlighted the lessons learned. Over the entire time, our goal has been to continuously improve our process, implement automation for both quality and increased productivity, and identify and remove all defects due to prior execution of a flawed process in addition to improving our processes following identification of significant process escapes. Morale and workforce instability have been issues, most significantly during 1993 to 1998 (period of consolidation in aerospace industry). The PASS project has also consulted with others, including the Software Engineering Institute, so as to be an early evaluator, adopter, and adapter of state-of-the-art software engineering innovations.

Orr, James K.↗
NASA NTRS2010

NASA Education: Yesterday's Dream...Today's Vision...Tomorrow's Hope

For 50 years, NASA's journeys into air and space have developed humankind's understanding of the universe, advanced technology breakthroughs, enhanced air travel safety and security, and expanded the frontiers of scientific research. These accomplishments share a common genesis: education. Education is a fundamental element of NASA's activities, reflecting a balanced and diverse portfolio of: Elementary and Secondary Education, Higher Education, e-Education, Informal Education, and Minority University Research and Education Programs (MUREP). Previous experience has shown that implementing exciting and compelling NASA missions are critical to inspiring the next generation of explorers, innovators, and leaders. Through partnerships with the Agency's Mission Directorates, other federal agencies, private industries, scientific research, and education/academic organizations, NASA's unique mission and education initiatives (content, people, and facilities) are helping to spark student interest and to guide them toward careers in science, technology, engineering, and mathematics (STEM). NASA continues to inspire the next generation of explorers, innovators, and future leaders through its educational investments, which are designed to: (1) Strengthen NASA and the Nation's future workforce -- NASA will identify and develop the critical skills and capabilities needed to ensure achievement of exploration, science, and aeronautics. (2) Attract and retain students in STEM disciplines through a progression of educational opportunities for students, teachers, and faculty -- To compete effectively for the minds, imaginations, and career ambitions of America's young people, NASA will focus on engaging and retaining students in STEM education programs to encourage their pursuit of educational disciplines critical to NASA's future engineering, scientific, and technical missions. 3. Engage Americans in NASA's mission -- NASA will build strategic partnerships and links between formal and informal STEM education providers. Through hands-on, interactive, educational activities, NASA will engage students, educators, families, the general public, and all agency stakeholders in increasing America's science and technology literacy. NASA Education uses multiple methods to assess and evaluate the success of its programs and projects. Methods include strategic planning, management and control, expert evaluations and assessments, competitive acquisition, and analysis of performance measurement data and metrics. Additional control measures are in development. These measures will further improve data collection, assist in assessing return on investments, and provide information for accountability in project and program management. In 2009, NASA directly reached over one million students and over 115,000 educators.

Winterton, Joyce L.↗
NASA NTRS2010

Q46 Technology Refreshment Assessment

This document reviews the accomplishments of the author during an internship. During this internship, the author was assigned to the End User Services Office, which coordinates and oversees a wide selection of information technologies that enhance the productivity of the workforce at NASA Kennedy Space Center. During the internship the author performed an assessment of the work of the Outsourcing Desktop Initiative for NASA (ODIN) contract.

Garcia-Burgos, Axel A.↗
NASA NTRS2010

The ICARE Method

The ICARE method is a flexible, widely applicable method for systems engineers to solve problems and resolve issues in a complete and comprehensive manner. The method can be tailored by diverse users for direct application to their function (e.g. system integrators, design engineers, technical discipline leads, analysts, etc.). The clever acronym, ICARE, instills the attitude of accountability, safety, technical rigor and engagement in the problem resolution: Identify, Communicate, Assess, Report, Execute (ICARE). This method was developed through observation of Space Shuttle Propulsion Systems Engineering and Integration (PSE&I) office personnel approach in an attempt to succinctly describe the actions of an effective systems engineer. Additionally it evolved from an effort to make a broadly-defined checklist for a PSE&I worker to perform their responsibilities in an iterative and recursive manner. The National Aeronautics and Space Administration (NASA) Systems Engineering Handbook states, engineering of NASA systems requires a systematic and disciplined set of processes that are applied recursively and iteratively for the design, development, operation, maintenance, and closeout of systems throughout the life cycle of the programs and projects. ICARE is a method that can be applied within the boundaries and requirements of NASA s systems engineering set of processes to provide an elevated sense of duty and responsibility to crew and vehicle safety. The importance of a disciplined set of processes and a safety-conscious mindset increases with the complexity of the system. Moreover, the larger the system and the larger the workforce, the more important it is to encourage the usage of the ICARE method as widely as possible. According to the NASA Systems Engineering Handbook, elements of a system can include people, hardware, software, facilities, policies and documents; all things required to produce system-level results, qualities, properties, characteristics, functions, behavior and performance. The ICARE method can be used to improve all elements of a system and, consequently, the system-level functional, physical and operational performance. Even though ICARE was specifically designed for a systems engineer, any person whose job is to examine another person, product, or process can use the ICARE method to improve effectiveness, implementation, usefulness, value, capability, efficiency, integration, design, and/or marketability. This paper provides the details of the ICARE method, emphasizing the method s application to systems engineering. In addition, a sample of other, non-systems engineering applications are briefly discussed to demonstrate how ICARE can be tailored to a variety of diverse jobs (from project management to parenting).

Henke, Luke↗
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

Technologies Advance UAVs for Science, Military

A Space Act Agreement with Goddard Space Flight Center and West Virginia University enabled Aurora Flight Sciences Corporation, of Manassas, Virginia, to develop cost-effective composite manufacturing capabilities and open a facility in West Virginia. The company now employs 160 workers at the plant, tasked with crafting airframe components for the Global Hawk unmanned aerial vehicle (UAV) program. While one third of the company's workforce focuses on Global Hawk production, the rest of the company develops advanced UAV technologies that are redefining traditional approaches to unmanned aviation. Since the company's founding, Aurora s cutting-edge work has been supported with funding from NASA's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs.

Source record↗
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 NTRS2011

MIT January Operational Internship Experience 2011

This slide presentation reviews the 2011 January Operational Internship experience (JOIE) program which allows students to study operational aspects of spaceflight, how design affects operations and systems engineering in practice for 3 weeks. Topics include: (1) Systems Engineering (2) NASA Organization (3) Workforce Core Values (4) Human Factors (5) Safety (6) Lean Engineering (7) NASA Now (8) Press, Media, and Outreach and (9) Future of Spaceflight.

DeLatte, Danielle↗
NASA NTRS2011

PIV Measurements of Chevrons on F400-Series Tactical Aircraft Nozzle Model

Reducing noise of tactical jet aircraft has taken on fresh urgency as core engine technologies allow higher specific-thrust engines and as society become more concerned for the health of its military workforce. Noise reduction on this application has lagged the commercial field as incentives for quieting military aircraft have not been as strong as in their civilian counterparts. And noise reduction strategies employed on civilian engines may not be directly applicable due to the differences in exhaust system architecture and mission. For instance, the noise reduction technology of chevrons, examined in this study, will need to be modified to take into account the special features of tactical aircraft nozzles. In practice, these nozzles have divergent slats that are tied to throttle position, and at take off the jet flow is highly overexpanded as the nozzle is optimized for cruise altitude rather than sea level. In simple oil flow visualization experiments conducted at the onset of the current test program flow barely stays attached at end of nozzle at takeoff conditions. This adds a new twist to the design of chevrons. Upon reaching the nozzle exit the flow shrinks inward radially, meaning that for a chevron to penetrate the flow it must extend much farther away from the baseline nozzle streamline. Another wrinkle is that with a variable divergence angle on the nozzle, the effective penetration will differ with throttle position and altitude. The final note of realism introduced in these experiments was to simulate the manner in which bypass flow is bled into the nozzle wall in real engines to cool the nozzle, which might cause very fat boundary layer at exit. These factors, along with several other issues specific to the application of chevrons to convergent-divergent nozzles have been explored with particle image velocimetry measurements and are presented in this paper.

Bridges, James↗
NASA NTRS2010

Ares I-X Flight Test Development Challenges and Success Factors

The NASA Constellation Program's Ares I-X rocket launched successfully on October 28, 2009 collecting valuable data and providing risk reduction for the Ares I project. The Ares I-X mission was formulated and implemented in less than four years commencing with the Exploration Systems Architecture Study in 2005. The test configuration was founded upon assets and processes from other rocket programs including Space Shuttle, Atlas, and Peacekeeper. For example, the test vehicle's propulsion element was a Shuttle Solid Rocket Motor. The Ares I-X rocket comprised a motor assembly, mass and outer mold line simulators of the Ares I Upper Stage, Orion Spacecraft and Launch Abort System, a roll control system, avionics, and other miscellaneous components. The vehicle was 327 feet tall and weighed approximately 1,800,000 pounds. During flight the rocket reached a maximum speed of Mach 4.8 and an altitude of 150,000 feet. The vehicle demonstrated staging at 130,000 feet, tested parachutes for recovery of the motor, and utilized approximately 900 sensors for data collection. Developing a new launch system and preparing for a safe flight presented many challenges. Specific challenges included designing a system to withstand the environments, manufacturing large structures, and re-qualifying heritage hardware. These and other challenges, if not mitigated, may have resulted in test cancellation. Ares I-X succeeded because the mission was founded on carefully derived objectives, led by decisive and flexible management, implemented by an exceptionally talented and dedicated workforce, and supported by a thorough independent review team. Other major success factors include the use of proven heritage hardware, a robust System Integration Laboratory, multi-NASA center and contractor team, concurrent operations, efficient vehicle assembly, effective risk management, and decentralized element development with a centralized control board. Ares I-X was a technically complex test that required creative thinking, risk taking, and a passion to succeed.

Askins, Bruce↗
NASA NTRS2009

The Reconstruction and Failure Analysis of the Space Shuttle Columbia

Several days following the Columbia accident a team formed and began planning for the reconstruction of Columbia. A hangar at the Kennedy Space Center was selected for this effort due to it's size, available technical workforce and materials science laboratories and access to the vehicle ground processing infrastructure. The Reconstruction team established processes for receiving, handling, decontamination, tracking, identifying, cleaning and assessment of the debris. Initially, a 2-dimensional reconstruction of the Orbiter outer mold line was developed. As the investigation progressed fixtures which allowed a 3-dimensional reconstruction of the forward portions of the left wing's leading edge was developed. To support the reconstructions and forensic analyses a Materials and Processes (M&P) 'team was formed. This M&P team established processes for recording factual observations, debris cleaning, and engineering analysis. Fracture surfaces and thermal effects of selected airframe debris were assessed, and process flows for both nondestructive and destructive sampling and evaluation of debris were developed. The Team also assessed left hand airframe components that were believed to be associated with a structural breach of Columbia. A major portion of this analysis was evaluation of metallic deposits were prevalent on left wing leading edge components. Extensive evaluation of the visual, metallurgical and chemical nature of the deposits provided conclusions that were consistent with the visual assessments and interpretations of the NASA lead teams and the findings of the Columbia Accident Investigation Board. Analytical data collected by the M&P Team showed that a significant thermal event occurred at the left wing leading edge in the proximity of LH RCC Panels 8-9, and a correlation was formed between the deposits and overheating in these areas to the wing leading edge components. The analysis of deposits also showed exposure to temperatures in excess of 1649 C (3200 F), which would severely degrade support structure, tiles, and RCC panel materials. The integrated failure analysis of wing leading edge debris and deposits strongly supported the hypothesis that a breach occurred at LH RCC Panel 8.

Russell, Richard↗
NASA NTRS2004

Jet Propulsion Laboratory: Annual Report 2003

If you stepped outdoors on the final evening of 2003 and looked up into the night sky, many celestial events were taking place. A hundred million miles away from Earth, a dust storm swirled across the terracotta peaks and gullies of Mars, as two six-wheeled robots bore down on the planet. They were soon to join two orbital sentries already stationed there. A few hops across the inner solar system, another spacecraft was closing in on a ball of ice and rock spewing forth a hailstorm of dust grains, heated as it swung in toward the Sun. Closer in, two newly lofted space telescopes scanned the skies, their mirrors gathering photons that had crossed the empty vastness of space for billions of years, recording ancient events in unimaginably distant galaxies. And streaking overhead every few minutes directly above our home planet, a handful of satellites was recording the unfolding events of a tropical cyclone off the east coast of Africa and a blizzard that carpeted the northwestern United States. As 2003 drew to a close, the Jet Propulsion Laboratory was on the cusp of an extraordinarily busy period, a time when JPL will execute more fly-bys, landings, sample returns and other milestones than at any other time in its history. The exploration we undertake is important for its own sake. And it serves other purposes, none more important than inspiring the next generation of explorers. If the United States wishes to retain its status as a world leader, it must maintain the technological edge of its workforce. What we do here is the stuff of dreams that will inspire a new generation to continue the American legacy of exploration.

Jet Propulsion Laboratory (JPL)↗
NASA NTRS2006

Jet Propulsion Laboratory: Annual Report 2005

What an amazing host of new sights 2005 brought us. With impeccable choreography, one spacecraft sent an impactor slamming into a comet, reversing the traditional view of these space wayfarers by revealing it to be buried in deep drifts of a fine talcum-like powder. Another spacecraft delivered a probe from our European partners to the surface of Saturn's haze-shrouded moon Titan, disclosing a landscape eerily like Earth's, if we had methane rivers cascading down hillsides of ice. An orbiting observatory for the first time showed us the light from planets circling other stars, which astronomers previously knew to exist only from indirect clues. Throughout the year we also amassed continually expanding views of Earth as well as Mars, by far the most-explored planet after our own. In all, 18 spacecraft and five instruments were stationed across the solar system, studying our own world, other planets, comets and the deeper universe. These missions were enabled by the efforts of everyone at JPL. The Deep Space Network of communications complexes across three continents continued to experience a period of remarkable activity. Others were at work creating technologies both for NASA missions and other uses. JPL's contingent of scientific researchers was equally busy coordinating the science activities of our missions or pursuing independent investigations. None of this would be possible without the support of world-class business and administrative teams. All of our missions in one way or another support our nations Vision for Space Exploration, which envisages a gradually widening robotic and human presence across the solar system in the years ahead. The year was not without its challenges. NASA set forth to implement the Vision for Space Exploration, which resulted in some flight projects and technology efforts being terminated. To adjust to this new direction, it was necessary for us to reduce the JPL workforce by about five percent. Taking steps like this is painful, but we tried to make the process as orderly as possible. In the end, the adjustments made have left JPL on a healthy footing for the years ahead.

Jet Propulsion Laboratory (JPL)↗
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 NTRS2011

ARC+(Registered Trademark) and ARC PC Welding Simulators: Teach Welders with Virtual Interactive 3D Technologies

123 Certification Inc., a Montreal based company, has developed an innovative hands-on welding simulator solution to help build the welding workforce in the most simple way. The solution lies in virtual reality technology, which has been fully tested since the early 90's. President and founder of 123 Certification Inc., Mr. Claude Choquet Ing. Msc. IWE. acts as a bridge between the welding and the programming world. Working in these fields for more than 20 years. he has filed 12 patents world-wide for a gesture control platform with leading edge hardware related to simulation. In the summer of 2006. Mr Choquet was proud to be invited to the annual IIW International Weld ing Congress in Quebec City to launch the ARC+ welding simulator. A 100% virtual reality system and web based training center was developed to simulate multi process. multi-materiaL multi-position and multi pass welding. The simulator is intended to train welding students and apprentices in schools or industries. The welding simulator is composed of a real welding e[eetrode holder (SMAW-GTAW) and gun (GMAW-FCAW). a head mounted display (HMD), a 6 degrees of freedom tracking system for interaction between the user's hands and head. as well as external audio speakers. Both guns and HMD are interacting online and simultaneously. The welding simulation is based on the law of physics and empirical results from detailed analysis of a series of welding tests based on industrial applications tested over the last 20 years. The simulation runs in real-time, using a local logic network to determine the quality and shape of the created weld. These results are based on the orientation distance. and speed of the welding torch and depth of penetration. The welding process and resulting weld bc.1d are displayed in a virtual environment with screenplay interactive training modules. For review. weld quality and recorded process values can be displayed and diagnosed after welding. To help in the le.tming process, a learning curve for each student and each Virtual Welding Class'" can be plotted, for an instructor's review or a required third party evaluation.

Choquet, Claude↗