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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 NTRS2013

Commissioning of the Liquid Nitrogen Thermo-Siphon System for NASA-JSC Chamber-A

NASA's Space Environment Simulation Laboratory's (SESL) Chamber A, located at the Johnson Space Center in Houston Texas has recently implemented major enhancements of its cryogenic and vacuum systems. The new liquid nitrogen (LN2) thermo-siphon system was successfully commissioned in August of 2012. Chamber A, which has 20 K helium cryo-panels (or shrouds ) which are shielded by 80 K nitrogen shrouds, is capable of simulating a deep space environment necessary to perform ground testing of NASA s James Webb Space Telescope (JWST). Chamber A s previous system used forced flow LN2 cooling with centrifugal pumps, requiring 200,000 liters of LN2 to cool-down and consuming 180,000 liters per day of LN2 in steady operation. The LN2 system did not have the reliability required to meet the long duration test of the JWST, and the cost estimate provided in the initial approach to NASA-JSC by the sub-contractor for refurbishment of the system to meet the reliability goals was prohibitive. At NASA-JSC's request, the JLab Cryogenics Group provided alternative options in 2007, including a thermo-siphon, or natural flow system. This system, eliminated the need for pumps and used one tenth of the original control valves, relief valves, and burst disks. After the thermo-siphon approach was selected, JLab provided technical assistance in the process design, mechanical design, component specification development and commissioning oversight, while the installation and commissioning operations of the system was overseen by the Jacobs Technology/ESC group at JSC. The preliminary commissioning data indicate lower shroud temperatures, 70,000 liters to cool-down and less than 90,000 liters per day consumed in steady operation. All of the performance capabilities have exceeded the design goals. This paper will outline the comparison between the original system and the predicted results of the selected design option, and the commissioning results of thermo-siphon system.

Homan, J.↗

NASA NTRS2005

The Space Laser Business Model

Creating long-duration, high-powered lasers, for satellites, that can withstand the type of optical misalignment and damage dished out by the unforgiving environment of space, is work that is unique to NASA. It is complicated, specific work, where each step forward is into uncharted territory. In the 1990s, as this technology was first being created, NASA gave free reign to a group of "laser jocks" to develop their own business model and supply the Space Agency with the technology it needed. It was still to be a part of NASA as a division of Goddard Space Flight Center, but would operate independently out of a remote office. The idea for this satellite laboratory was based on the Skunk Works concept at Lockheed Martin Corporation. Formerly known as the Lockheed Corporation, in 1943, the aerospace firm, realizing that the type of advanced research it needed done could not be performed within the confines of a larger company, allowed a group of researchers and engineers to essentially run their own microbusiness without the corporate oversight. The Skunk Works project, in Burbank, California, produced America s first jet fighter, the world s most successful spy plane (U-2), the first 3-times-the-speed-of-sound surveillance aircraft, and the F-117A Nighthawk Stealth Fighter. Boeing followed suit with its Phantom Works, an advanced research and development branch of the company that operates independent of the larger unit and is responsible for a great deal of its most cutting-edge research. NASA s version of this advanced business model was the Space Lidar Technology Center (SLTC), just south of Goddard, in College Park, Maryland. Established in 1998 under a Cooperative Agreement between Goddard and the University of Maryland s A. James Clark School of Engineering, it was a high-tech laser shop where a small group of specialists, never more than 20 employees, worked all hours of the day and night to create the cutting- edge technology the Agency required of them. Drs. Robert Afzal and Joseph Dallas were directors of the SLTC, and led the development and production of active spaceborne, remote-sensing, optical instruments. As a pioneer in the area of photonics, Dr. Dallas led basic research, development, and production of semiconductor laser diode products, improving coupling efficiency through novel physical optics modeling and intracavity phase-correction techniques. He worked for NASA for 15 years, 11 of which were as a civil servant, and 4 of which were as a contractor.

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