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NASA NTRS1992

Fingerprinting of Materials: Technical Supplement

This supplement to the Guidelines for Maintaining a Chemical Fingerprinting Program has been developed to assist NASA personnel, contractors, and sub-contractors in defining the technical aspects and basic concepts which can be used in chemical fingerprinting programs. This material is not meant to be totally inclusive to all chemical fingerprinting programs, but merely to present current concepts. Each program will be tailored to meet the needs of the individual organizations using chemical fingerprinting to improve their quality and reliability in the production of aerospace systems.

Workman, Gary L.↗

NASA NTRS1991

FY 1991 safety program status report

In FY 1991, the NASA Safety Division continued efforts to enhance the quality and productivity of its safety oversight function. Recent initiatives set forth in areas such as training, risk management, safety assurance, operational safety, and safety information systems have matured into viable programs contributing to the safety and success of activities throughout the Agency. Efforts continued to develop a centralized intra-agency safety training program with establishment of the NASA Safety Training Center at the Johnson Space Center (JSC). The objective is to provide quality training for NASA employees and contractors on a broad range of safety-related topics. Courses developed by the Training Center will be presented at various NASA locations to minimize travel and reach the greatest number of people at the least cost. In FY 1991, as part of the ongoing efforts to enhance the total quality of NASA's safety work force, the Safety Training Center initiated development of a Certified Safety Professional review course. This course provides a comprehensive review of the skills and knowledge that well-rounded safety professionals must possess to qualify for professional certification. FY 1992 will see the course presented to NASA and contractor employees at all installations via the NASA Video Teleconference System.

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NASA NTRS1992

Implementation of quality improvement techniques for management and technical processes in the ACRV project

Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization .

Raiman, Laura B.↗

NASA NTRS1993

Test, Control and Monitor System maintenance plan

The maintenance requirements for Test, Control, and Monitor System (TCMS) and the method for satisfying these requirements prior to First Need Date (FND) of the last TCMS set are described. The method for satisfying maintenance requirements following FND of the last TCMS set will be addressed by a revision to this plan. This maintenance plan serves as the basic planning document for maintenance of this equipment by the NASA Payloads Directorate (CM) and the Payload Ground Operations Contractor (PGOC) at KSC. The terms TCMS Operations and Maintenance (O&M), Payloads Logistics, TCMS Sustaining Engineering, Payload Communications, and Integrated Network Services refer to the appropriate NASA and PGOC organization. For the duration of their contract, the Core Electronic Contractor (CEC) will provide a Set Support Team (SST). One of the primary purposes of this team is to help NASA and PGOC operate and maintain TCMS. It is assumed that SST is an integral part of TCMS O&M. The purpose of this plan is to describe the maintenance concept for TCMS hardware and system software in order to facilitate activation, transition planning, and continuing operation. When software maintenance is mentioned in this plan, it refers to maintenance of TCMS system software.

Buehler, David P.↗

NASA NTRS1992

The NASA SBIR product catalog

The purpose of this catalog is to assist small business firms in making the community aware of products emerging from their efforts in the Small Business Innovation Research (SBIR) program. It contains descriptions of some products that have advanced into Phase 3 and others that are identified as prospective products. Both lists of products in this catalog are based on information supplied by NASA SBIR contractors in responding to an invitation to be represented in this document. Generally, all products suggested by the small firms were included in order to meet the goals of information exchange for SBIR results. Of the 444 SBIR contractors NASA queried, 137 provided information on 219 products. The catalog presents the product information in the technology areas listed in the table of contents. Within each area, the products are listed in alphabetical order by product name and are given identifying numbers. Also included is an alphabetical listing of the companies that have products described. This listing cross-references the product list and provides information on the business activity of each firm. In addition, there are three indexes: one a list of firms by states, one that lists the products according to NASA Centers that managed the SBIR projects, and one that lists the products by the relevant Technical Topics utilized in NASA's annual program solicitation under which each SBIR project was selected.

Gilman, J. A.↗

NASA NTRS1990

NASA Excellence Award for Quality and Productivity 1989 highlights. The 1989 recipient: Lockheed Engineering and Sciences Company

The NASA Excellence Award for Productivity and Quality is the result of NASA's desire to encourage superior quality and the continuous improvement philosophy in the aerospace industry. It is awarded to NASA contractors, subcontractors, and suppliers who have demonstrated sustained excellence, customer orientation, and outstanding achievements in a total quality management (TQM) environment. The 'highlights' booklet is intended to transfer successful techniques demonstrated by the performance and quality of major NASA contractors.

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NASA NTRS1992

Defining the performance gap: Conducting a self-assessment

This paper presents two different approaches to performing self-assessments of continuous improvement activities. Case Study 1 describes the activities performed by JSC to assess the implementation of continuous improvement efforts at the NASA Center. The JSC approach included surveys administered to randomly selected NASA personnel and personal interviews with NASA and contractor management personnel. Case Study 2 describes the continuous improvement survey performed by the JSC Safety, Reliability, and Quality Assurance (SR&QA) organization. This survey consisted of a short questionnaire (50 questions) administered to all NASA and contractor SR&QA personnel. The questionnaire is based on the eight categories of the President's Award for Quality and Productivity Improvement. It is designed to objectively determine placement on the TQ benchmark and identify a roadmap for improvement.

Braymer, Susan A.↗

NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗

NASA NTRS1992

NASA/contractor partnership on the second TDRSS ground terminal program: Breaking barriers

The Second Tracking and Data Relay Satellite System (TDRSS) Ground Terminal (STGT) Program from its technical and programmatic backgrounds is introduced and then several techniques to enhance communication and empower the NASA Contractor team are described. A major factor in our success was an approach used to shorten the time span of the Critical Design Review phase. This approach is described. The relationships involving NASA's O&M contractor are discussed. A set of lessons learned is included.

Tierney, Paul G.↗

NASA NTRS1993

Concept report: Experimental vector magnetograph (EXVM) operational configuration balloon flight assembly

The observational limitations of earth bound solar studies has prompted a great deal of interest in recent months in being able to gain new scientific perspectives through, what should prove to be, relatively low cost flight of the magnetograph system. The ground work done by TBE for the solar balloon missions (originally planned for SOUP and GRID) as well as the rather advanced state of assembly of the EXVM has allowed the quick formulation of a mission concept for the 30 cm system currently being assembled. The flight system operational configuration will be discussed as it is proposed for short duration flight (on the order of one day) over the continental United States. Balloon hardware design requirements used in formulation of the concept are those set by the National Science Balloon Facility (NSBF), the support agency under NASA contract for flight services. The concept assumes that the flight hardware assembly would come together from three development sources: the scientific investigator package, the integration contractor package, and the NSBF support system. The majority of these three separate packages can be independently developed; however, the computer control interfaces and telemetry links would require extensive preplanning and coordination. A special section of this study deals with definition of a dedicated telemetry link to be provided by the integration contractor for video image data for pointing system performance verification. In this study the approach has been to capitalize to the maximum extent possible on existing hardware and system design. This is the most prudent step that can be taken to reduce eventual program cost for long duration flights. By fielding the existing EXVM as quickly as possible, experience could be gained from several short duration flight tests before it became necessary to commit to major upgrades for long duration flights of this system or of the larger 60 cm version being considered for eventual development.

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NASA NTRS1994

Automated mainframe data collection in a network environment

The progress and direction of the computer industry have resulted in widespread use of dissimilar and incompatible mainframe data systems. Data collection from these multiple systems is a labor intensive task. In the past, data collection had been restricted to the efforts of personnel specially trained on each system. Information is one of the most important resources an organizations has. Any improvement in an organization's ability to access and manage that information provides a competitive advantage. This problem of data collection is compounded at NASA sites by multi-center and contractor operations. The Centralized Automated Data Retrieval System (CADRS) is designed to provide a common interface that would permit data access, query, and retrieval from multiple contractor and NASA systems. The methods developed for CADRS have a strong commercial potential in that they would be applicable for any industry that needs inter-department, inter-company, or inter-agency data communications. The widespread use of multi-system data networks, that combine older legacy systems with newer decentralized networks, has made data retrieval a critical problem for information dependent industries. Implementing the technology discussed in this paper would reduce operational expense and improve data collection on these composite data systems.

Gross, David L.↗

NASA NTRS1994

Developing and flight testing the HL-10 lifting body: A precursor to the Space Shuttle

The origins of the lifting-body idea are traced back to the mid-1950's, when the concept of a manned satellite reentering the Earth's atmosphere in the form of a wingless lifting body was first proposed. The advantages of low reentry deceleration loads, range capability, and horizontal landing of a lifting reentry vehicle (as compared with the high deceleration loads and parachute landing of a capsule) are presented. The evolution of the hypersonic HL-10 lifting body is reviewed from the theoretical design and development process to its selection as one of two low-speed flight vehicles for fabrication and piloted flight testing. The design, development, and flight testing of the low-speed, air-launched, rocket-powered HL-10 was part of an unprecedented NASA and contractor effort. NASA Langley Research Center conceived and developed the vehicle shape and conducted numerous theoretical, experimental, and wind-tunnel studies. NASA Flight Research Center (now NASA Dryden Flight Research Center) was responsible for final low-speed (Mach numbers less than 2.0) aerodynamic analysis, piloted simulation, control law development, and flight tests. The prime contractor, Northrop Corp., was responsible for hardware design, fabrication, and integration. Interesting and unusual events in the flight testing are presented with a review of significant problems encountered in the first flight and how they were solved. Impressions by the pilots who flew the HL-10 are included. The HL-10 completed a successful 37-flight program, achieved the highest Mach number and altitude of this class vehicle, and contributed to the technology base used to develop the space shuttle and future generations of lifting bodies.

Kempel, Robert W.↗

NASA NTRS1993

Technical paper contest for women 1992. Space challenges: Earth and beyond

Two of the major concerns of the NASA Ames Research Center (NASA ARC) Advisory Committee for Women (ACW) are that recruitment of women scientists, engineers, and technicians needs to increase and that barriers to advancement need to be removed for improved representation of women in middle and upper management and scientific positions. One strategy that addressed this concern was the ACW sponsorship of a Technical Paper Contest for Women at Ames Research Center. Other sponsors of the Contest were the Ames Equal Opportunity Council and the Ames Contractor Council. The Technical Paper Contest for Women greatly increased the visibility of both the civil service women and the women who work for contractors at Ames. The women had the opportunity to hone their written and oral presentation skills. Networking among Ames women increased.

Orans, Robin↗

NASA NTRS1994

Automated Procurement System (APS): Project management plan (DS-03), version 1.2

The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.

Murphy, Diane R.↗

NASA NTRS1995

NASA-Wide Fastener Technical Interchange Meeting

This document summarizes the minutes of the second NASA-Wide Fastener Technical Interchange Meeting (TIM) held November 15-16, 1994, and compiles the viewgraph presentations at the TIM by NASA and contractor personnel. The information in this document may be of value to the NASA and contractor fastener engineering community in determining the fastener controls and initiatives that existed at the time of the TIM.

Gamwell, W. R.↗

NASA NTRS1994

Quality assurance and risk management: Perspectives on Human Factors Certification of Advanced Aviation Systems

This paper is based on the experience of engineering psychologists advising the U.K. Ministry of Defense (MoD) on the procurement of advanced aviation systems that conform to good human engineering (HE) practice. Traditional approaches to HE in systems procurement focus on the physical nature of the human-machine interface. Advanced aviation systems present increasingly complex design requirements for human functional integration, information processing, and cognitive task performance effectiveness. These developing requirements present new challenges for HE quality assurance (QA) and risk management, requiring focus on design processes as well as on design content or product. A new approach to the application of HE, recently adopted by NATO, provides more systematic ordering and control of HE processes and activities to meet the challenges of advanced aircrew systems design. This systematic approach to HE has been applied by MoD to the procurement of mission systems for the Royal Navy Merlin helicopter. In MoD procurement, certification is a judicial function, essentially independent of the service customer and industry contractor. Certification decisions are based on advice from MoD's appointed Acceptance Agency. Test and evaluation (T&E) conducted by the contractor and by the Acceptance Agency provide evidence for certification. Certification identifies limitations of systems upon release to the service. Evidence of compliance with HE standards traditionally forms the main basis of HE certification and significant non-compliance could restrict release. The systems HE approach shows concern for the quality of processes as well as for the content of the product. Human factors certification should be concerned with the quality of HE processes as well as products. Certification should require proof of process as well as proof of content and performance. QA criteria such as completeness, consistency, timeliness, and compatibility provide generic guidelines for progressive acceptance and certification of HE processes. Threats to the validity of certification arise from problems and assumptions in T&E methods. T&E should seek to reduce the risk of specification non-compliance and certification failure.

Taylor, Robert M.↗

NASA NTRS1995

Space Mechanisms Lessons Learned Study. Volume 1: Summary

Hundreds of satellites have been launched to date. Some have operated extremely well and others have not. In order to learn from past operating experiences, a study was conducted to determine the conditions under which space mechanisms (mechanically moving components) have previously worked or failed. The study consisted of: (1) an extensive literature review that included both government contractor reports and technical journals; (2) communication and visits (when necessary) to the various NASA and DOD centers and their designated contractors (this included contact with project managers of current and prior NASA satellite programs as well as their industry counterparts); (3) requests for unpublished information to NASA and industry; and (4) a mail survey designed to acquire specific mechanism experience. The information obtained has been organized into two volumes. Volume 1 provides a summary of the lessons learned, the results of a needs analysis, responses to the mail survey, a listing of experts, a description of some available facilities and a compilation of references. Volume 2 contains a compilation of the literature review synopsis.

Shapiro, Wilbur↗

NASA NTRS1993

NASA assurance terms and definitions

This publication provides a compendium of commonly used safety, reliability, maintainability, and quality assurance (SRM&QA) definitions to ensure standardized assurance communications among NASA Field Installations, Headquarters, and contractors. This list of standard assurance terms and definitions shall be utilized by all NASA organizations and contractors. Program/project tailoring of these definitions may be permitted for specific program applications.

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