Engineering Directorate Materials & Processes Laboratory Capabilities
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Engineering Directorate Test Laboratory Capabilities
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Test Lab capabilities↗
NASA Ames Engineering Directorate (Code R) Spaceflight Division (Code RS) Organizational Overview
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Spaceflight Divsion↗
System Engineering Processes at Kennedy Space Center for Development of SLS and Orion Launch Systems
There are over 40 subsystems being developed for the future SLS and Orion Launch Systems at Kennedy Space Center. These subsystems are developed at the Kennedy Space Center Engineering Directorate. The Engineering Directorate at Kennedy Space Center follows a comprehensive design process which requires several different product deliverables during each phase of each of the subsystems. This Presentation describes this process with examples of where the process has been applied.
Schafer, Eric↗
Enough Is Enough
The spacecraft was nearly integrated and had passed some of its early mechanical and electrical testing. One of its instruments, the Proportional Counter Array (PCA), had a gas leak in one of the five proportional counter modules that made up the array. The science division where the instrument was being developed wanted a gas replenishment system added to assure the PCA would last for the entire mission. Adding a gas replenishment system would mean interrupting spacecraft integration and testing; developing a new subsystem and integrating it onto the spacecraft; modifying all the PCA modules; including a complex integration of the instrument onto the spacecraft; and implementing a more complex performance and environmental test process. It was the wrong answer because it made a simple design more complex and added little value to the mission at a major cost in time and dollars. Our mission couldn't afford the additional budget and schedule risks. XTE was the latest of a long line of projects being managed by my Explorer Program Office, but it was unique in being the first project we had agreed to do for a fixed price. NASA HQ agreed, in return, to provide us with the funding profile we needed to make it happen. We were both trying to break the unhealthy spiral in the Explorer program that saw current missions overrunning and pushing subsequent missions downstream to the point where their science was becoming marginal. The science community was upset and wanted better performance from NASA. I summarized my arguments to the director. The Engineering Directorate had taken responsibility for the spacecraft development when we established XTE as an in-house project at Goddard Space Flight Center, and also was supporting the PCA development. "It adds complexity," I reiterated. "It's a significant cost impact for only a marginal reliability increase". His response was music to my ears, "Jim, I won't stand in your way, but you'll have to convince the scientists and engineers."
Barrowman, James↗
U.S. Spacesuit Knowledge Capture Series Catalog
The National Aeronautics and Space Administration (NASA) and other organizations have been performing U.S. Spacesuit Knowledge Capture (USSKC) since the beginning of space exploration through published reports, conference presentations, specialized seminars, and classes instructed by veterans in the field. The close physical interaction between spacesuit systems and human beings makes them among the most personally evocative pieces of space hardware. Consequently, spacesuit systems have required nearly constant engineering refinements to do their jobs without impinging on human activity. Since 2008, spacesuit knowledge capture has occurred through video recording, engaging both current and former specialists presenting technical scope specifically to educate individuals and preserve knowledge. These archives of spacesuit legacy reflect its rich history and will provide knowledge that will enhance the chances for the success of future and more ambitious spacesuit system programs. The scope and topics of USSKC have included lessons learned in spacesuit technology; experience from the Gemini, Apollo, Skylab, and Shuttle Programs; the process of hardware certification, design, development, and other program components; spacesuit evolution and experience; failure analysis and resolution; and aspects of program management. USSKC activities have progressed to a level where NASA, the National Air and Space Museum (NASM), Hamilton Sundstrand (HS) and the spacesuit community are now working together to provide a comprehensive way to organize and archive intra-agency information related to the development of spacesuit systems. These video recordings are currently being reviewed for public release using NASA export control processes. After a decision is made for either public or non-public release (internal NASA only), the videos and presentations will be available through the NASA Johnson Space Center Engineering Directorate (EA) Engineering Academy, the NASA Technical Reports Server (NTRS), the NASA Aeronautics & Space Database (NA&SD), or NASA YouTube. Event availability is duly noted in this catalog.
Bitterly, Rose↗
Multi-Center Implementation of NPR 7123.1A: A Collaborative Effort
Collaboration efforts between MSFC and GRC Engineering Directorates to implement the NASA Systems Engineering (SE) Engine have expanded over the past year to include other NASA Centers. Sharing information on designing, developing, and deploying SE processes has sparked further interest based on the realization that there is relative consistency in implementing SE processes at the institutional level. This presentation will provide a status on the ongoing multi-center collaboration and provide insight into how these NPR 7123.1A SE-aligned directives are being implemented and managed to better support the needs of NASA programs and projects. NPR 7123.1A, NASA Systems Engineering Processes and Requirements, was released on March 26, 2007 to clearly articulate and establish the requirements on the implementing organization for performing, supporting, and evaluating SE activities. In early 2009, MSFC and GRC Engineering Directorates undertook a collaborative opportunity to share their research and work associated with developing, updating and revising their SE process policy to comply and align with NPR 7123.1A. The goal is to develop instructions, checklists, templates, and procedures for each of the 17 SE process requirements so that systems engineers will be a position to define work that is process-driven. Greater efficiency and more effective technical management will be achieved due to consistency and repeatability of SE process implementation across and throughout each of the NASA centers. An added benefit will be to encourage NASA centers to pursue and collaborate on joint projects as a result of using common or similar processes, methods, tools, and techniques.
Hall, Phillip B.↗
Opportunities within NASA's Exploration Systems Mission Directorate for Engineering Students and Faculty
In 2006, NASA's Exploration Systems Mission Directorate (ESMD) launched two new Educational Projects: (1) The ESMID Space Grant Student Project ; and (2) The ESM1D Space Grant Faculty Project. The Student Project consists of three student opportunities: exploration-related internships at NASA Centers or with space-related industry, senior design projects, and system engineering paper competitions. The ESMID Space Grant Faculty Project consists of two faculty opportunities: (1) a summer faculty fellowship; and (2) funding to develop a senior design course.
Garner, Lesley↗
NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations
The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.
Dumbacher, Daniel L.↗
NASA KSC Internship Experience & Project Report
As part of the Spring 2021 Engineering Student Trainee rotation with the National Aeronautics and Space Administration (NASA) through the Pathways program at Kennedy Space Center (KSC). I served under KSC’s Engineering directorate as a Pneumatics Engineering Intern for the Environmental and Life support Systems branch (NE-XF). During my Internship, I primarily supported the Exploration Ground Systems (EGS) program under the direct supervision of NE-XF Pneumatics Senior Engineer, Ruben Jaca, and NE-XF matrix supervisor, Stephen M. Anthony. I worked on the completion of a Pressure Vessel and Pressurized System (PVS) certification for a Payload Accommodation Subsystem (PAS) prototype. As part of the Pathways program, I was additionally exposed to various career and skill enhancement activities.
Internship↗
Low loss injector for Space Shuttle main engine. Center director's discretionary fund
An efficient propellant injection method to raise the Space Shuttle Main Engine (SSME) thrust and payload is discussed. Relatively large diameter injector elements with low pressure loss are recommended for the main combustion chamber and the pre-burners. Smaller losses admit more propellant flow which then raises thrust. Payload is not only gained by specific impulse but also by thrust. The chamber pressure is stabilized by selecting the proper cavity size for the injector elements while reducing the injection pressure loss which normally is kept high for stability. The rather large injector element recesses provide acoustic damping which makes baffles and acoustic absorbers unnecessary. A tenfold reduction of flow induced stresses which are rather high in the present design is shown. Relaxed tolerances, fewer elements, and better maintenance are offered. The study was conducted under a center director discretionary fund assignment.
Vonpragenau, G. L.↗
JSC Metal Finishing Waste Minimization Methods
THe paper discusses the following: Johnson Space Center (JSC) has achieved VPP Star status and is ISO 9001 compliant. The Structural Engineering Division in the Engineering Directorate is responsible for operating the metal finishing facility at JSC. The Engineering Directorate is responsible for $71.4 million of space flight hardware design, fabrication and testing. The JSC Metal Finishing Facility processes flight hardware to support the programs in particular schedule and mission critical flight hardware. The JSC Metal Finishing Facility is operated by Rothe Joint Venture. The Facility provides following processes: anodizing, alodining, passivation, and pickling. JSC Metal Finishing Facility completely rebuilt in 1998. Total cost of $366,000. All new tanks, electrical, plumbing, and ventilation installed. Designed to meet modern safety, environmental, and quality requirements. Designed to minimize contamination and provide the highest quality finishes.
Sullivan, Erica↗
Human Factors, Habitability and Environmental Health and the Human Integration Design Handbook
For decades, Space Life Sciences and NASA as an Agency have considered NASA-STD-3000, Man-Systems Integration Standards, a significant contribution to human spaceflight programs and to human-systems integration in general. The document has been referenced in numerous design standards both within NASA and by organizations throughout the world. With research program and project results being realized, advances in technology and new information in a variety of topic areas now available, the time arrived to update this extensive suite of requirements and design information. During the past several years, a multi-NASA center effort has been underway to write the update to NASA-STD-3000 with standards and design guidance that would be applicable to all future human spaceflight programs. NASA-STD-3001 - Volumes 1 and 2 - and the Human Integration Design Handbook (HIDH) were created. Volume 1, Crew Health, establishes NASA s spaceflight crew health standards for the pre-flight, in-flight, and post-flight phases of human spaceflight. Volume 2, Human Factors, Habitability and Environmental Health, focuses on the requirements of human-system integration and how the human crew interacts with other systems, and how the human and the system function together to accomplish the tasks for mission success. The HIDH is a compendium of human spaceflight history and knowledge, and provides useful background information and research findings. And as the HIDH is a stand-alone companion to the Standards, the maintenance of the document has been streamlined. This unique and flexible approach ensures that the content is current and addresses the fundamental advances of human performance and human capabilities and constraints research. Current work focuses on the development of new sections of Volume 2 and collecting updates to the HIDH. The new sections in development expand the scope of the standard and address mission operations and support operations. This effort is again collaboration with representatives from the Johnson Space Center Missions Operations and Space Life Sciences Directorates and the Engineering Directorate from Kennedy Space Center as well as discipline experts from across the Agency.
Houbec, Keith↗
Designing the Ares I Crew Launch Vehicle Upper Stage Element and Integrating the Stack at NASA's Marshall Space Flight Center
Fielding an integrated launch vehicle system entails many challenges, not the least of which is the fact that it has been over 30 years since the United States has developed a human-rated vehicle - the venerable Space Shuttle. Over time, whole generations of rocket scientists have passed through the aerospace community without the opportunity to perform such exacting, demanding, and rewarding work. However, with almost 50 years of experience leading the design, development, and end-to-end systems engineering and integration of complex launch vehicles, NASA's Marshall Space Flight Center offers the in-house talent - both junior- and senior-level personnel - to shape a new national asset to meet the requirements for safe, reliable, and affordable space exploration solutions.' These personnel are housed primarily in Marshall's Engineering Directorate and are matrixed into the programs and projects that reside at the rocket center. Fortunately, many Apollo era and Shuttle engineers, as well as those who gained valuable hands-on experience in the 1990s by conducting technology demonstrator projects such as the Delta-Clipper Experimental Advanced, X-33, X-34, and X-37, as well as the short-lived Orbital Space Plane, work closely with industry partners to advance the nation's strategic capability for human access to space. Currently, only three spacefaring nations have this distinction, including the United States, Russia, and, more recently, China. The U.S. National Space Policy of2006 directs that NASA provide the means to travel to space, and the NASA Appropriations Act of2005 provided the initial funding to begin in earnest to replace the Shuttle after the International Space Station construction is complete in 20 IO? These and other strategic goals and objectives are documented in NASA's 2006 Strategic Plan.3 In 2005, a team of NASA aerospace experts conducted the Exploration Systems Architecture Study, which recommended a two-vehicle approach to America's next space transportation system for missions to the International Space Station in the next decade and to explore the Moon and establish an outpost around the 2020 timeframe.4 Based on this extensive study, NASA selected the Ares I crew launch vehicle configuration and the heavy-lift Ares V cargo launch vehicle (fig 1). This paper will give an overview of NASA's approach to integrating the Ares I vehicle stack using capabilities and assets that are resident in Marshall's Engineering Directorate, working in partnership with other NASA Centers and the U.S. aerospace industry. It also will provide top-level details on the progress of the in-house design of the Ares I vehicle's upper stage element.
Lyles, Garry↗
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 Marshall Space Flight Center (MSFC) Engineering Directorate, 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 briefing will demonstrate how the MSFC Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions and how that strategy aligns with the Agency and Center systems engineering policies and processes. Sustainable space exploration solutions demand that all lifecycle phases be optimized, and engineering 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. Adopting PLM, which has been used by the aerospace and automotive industry for many years, for spacecraft applications provides a foundation for strong, disciplined systems engineering and accountable return on investment. PLM enables better solutions using fewer resources by making lifecycle considerations in an integrative decision-making process.
Caruso, Pamela W.↗
Model Based Definition
In September 2007, the Engineering Directorate at the Marshall Space Flight Center (MSFC) created the Design System Focus Team (DSFT). MSFC was responsible for the in-house design and development of the Ares 1 Upper Stage and the Engineering Directorate was preparing to deploy a new electronic Configuration Management and Data Management System with the Design Data Management System (DDMS) based upon a Commercial Off The Shelf (COTS) Product Data Management (PDM) System. The DSFT was to establish standardized CAD practices and a new data life cycle for design data. Of special interest here, the design teams were to implement Model Based Definition (MBD) in support of the Upper Stage manufacturing contract. It is noted that this MBD does use partially dimensioned drawings for auxiliary information to the model. The design data lifecycle implemented several new release states to be used prior to formal release that allowed the models to move through a flow of progressive maturity. The DSFT identified some 17 Lessons Learned as outcomes of the standards development, pathfinder deployments and initial application to the Upper Stage design completion. Some of the high value examples are reviewed.
Rowe, Sidney E.↗
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.↗
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.↗