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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 37 records · Page 2
All sourcesNASA NTRSDOE OSTI
NASA NTRS1991

An evaluation of the total quality management implementation strategy for the advanced solid rocket motor project at NASA's Marshall Space Flight Center

An evaluation of the NASA's Marshall Space Flight Center (MSFC) strategy to implement Total Quality Management (TQM) in the Advanced Solid Rocket Motor (ASRM) Project is presented. The evaluation of the implementation strategy reflected the Civil Service personnel perspective at the project level. The external and internal environments at MSFC were analyzed for their effects on the ASRM TQM strategy. Organizational forms, cultures, management systems, problem solving techniques, and training were assessed for their influence on the implementation strategy. The influence of ASRM's effort was assessed relative to its impact on mature projects as well as future projects at MSFC.

Schramm, Harry F.↗
NASA NTRS1991

George M. Low Trophy: NASA's quality and excellence award

NASA's major goal is the preservation of America's position as a leader in the aerospace industry. To maintain that status, it is crucial that the products and services we depend upon from NASA contractors, subcontractors, and suppliers meet the highest quality standards to ensure the space program's success. The George M. Low Trophy: NASA's Quality and Excellence Award is the result of NASA's desire to encourage continuous improvement and Total Quality Management (TQM) in the aerospace industry and is awarded to members of NASA's contractor community that have demonstrated sustained excellence, customer orientation, and outstanding achievements in a Total Quality Management (TQM) environment. The purpose in presenting this award is to increase public awareness of the importance of quality and productivity to the nation's aerospace industry and the nation's leadership position overall; encourage domestic business to continuously pursue efforts that enhance quality and increase productivity which will strengthen the nation's competitiveness in the international arena; and provide a forum for sharing the successful techniques and strategies used by applicants with other American organizations. Awards to Rockwell International and Marotta Scientific Controls, Inc. are announced and discussed.

Source record↗
NASA NTRS1992

The role of failure/problems in engineering: A commentary of failures experienced - lessons learned

The written version of a series of seminars given to several aerospace companies and three NASA centers are presented. The results are lessons learned through a study of the problems experienced in 35 years of engineering. The basic conclusion is that the primary cause of problems has not been mission technologies, as important as technology is, but the neglect of basic principles. Undergirding this is the lack of a systems focus from determining requirements through design, verification, and operations phases. Many of the concepts discussed are fundamental to total quality management (TQM) and can be used to augment this product enhanced philosophy. Fourteen principles are addressed with problems experienced and are used as examples. Included is a discussion of the implication of constraints, poorly defined requirements, and schedules. Design guidelines, lessons learned, and future tasks are listed. Two additional sections are included that deal with personal lessons learned and thoughts on future thrusts (TQM).

Ryan, R. S.↗
NASA NTRS1990

NASA total quality management 1989 accomplishments report

Described here are the accomplishments of NASA as a result of the use of Total Quality Management (TQM). The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories of TQM discussed here are top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.

Source record↗
NASA NTRS1992

Taguchi methods in electronics: A case study

Total Quality Management (TQM) is becoming more important as a way to improve productivity. One of the technical aspects of TQM is a system called the Taguchi method. This is an optimization method that, with a few precautions, can reduce test effort by an order of magnitude over conventional techniques. The Taguchi method is specifically designed to minimize a product's sensitivity to uncontrollable system disturbances such as aging, temperature, voltage variations, etc., by simultaneously varying both design and disturbance parameters. The analysis produces an optimum set of design parameters. A 3-day class on the Taguchi method was held at the Marshall Space Flight Center (MSFC) in May 1991. A project was needed as a follow-up after the class was over, and the motor controller was selected at that time. Exactly how to proceed was the subject of discussion for some months. It was not clear exactly what to measure, and design kept getting mixed with optimization. There was even some discussion about why the Taguchi method should be used at all.

Kissel, R.↗
NASA NTRS1993

The NCC project: A quality management perspective

The Network Control Center (NCC) Project introduced the concept of total quality management (TQM) in mid-1990. The CSC project team established a program which focused on continuous process improvement in software development methodology and consistent deliveries of high quality software products for the NCC. The vision of the TQM program was to produce error free software. Specific goals were established to allow continuing assessment of the progress toward meeting the overall quality objectives. The total quality environment, now a part of the NCC Project culture, has become the foundation for continuous process improvement and has resulted in the consistent delivery of quality software products over the last three years.

Lee, Raymond H.↗
NASA NTRS1993

The application of total quality management principles to spacecraft mission operations

By now, the philosophies of Total Quality Management have had an impact on every aspect of American industrial life. The trail-blazing work of Deming, Juran, and Crosby, first implemented in Japan, has 're-migrated' across the Pacific and now plays a growing role in America's management culture. While initially considered suited only for a manufacturing environment, TQM has moved rapidly into the 'service' areas of offices, sales forces, and even fast-food restaurants. The next logical step has also been taken - TQM has found its way into virtually all departments of the Federal Government, including NASA. Because of this widespread success, it seems fair to ask whether this new discipline is directly applicable to the profession of spacecraft operations. The results of quality emphasis on OAO Corporation's contract at JPL provide strong support for Total Quality Management as a useful tool in spacecraft operations.

Sweetin, Maury↗
NASA NTRS2002

Science Outreach at NASA's Marshall Space Flight Center

At the end of World War II Duane Deming, an internationally known economist enunciated what later came to be called "Total Quality Management" (TQM). The basic thrust of this economic theory called for companies and governments to identify their customers and to do whatever was necessary to meet their demands and to keep them satisfied. It also called for companies to compete internally. That is, they were to build products that competed with their own so that they were always improving. Unfortunately most U.S. corporations failed to heed this advice. Consequently, the Japanese who actively sought Deming's advice and instituted it in their corporate planning, built an economy that outstripped that of the U.S. for the next three to four decades. Only after U.S. corporations reorganized and fashioned joint ventures which incorporated the tenets of TQM with their Japanese competitors did they start to catch up. Other institutions such as the U.S. government and its agencies and schools face the same problem. While the power of the U.S. government is in no danger of being usurped, its agencies and schools face real problems which can be traced back to not heeding Deming's advice. For example, the public schools are facing real pressure from private schools and home school families because they are not meeting the needs of the general public, Likewise, NASA and other government agencies find themselves shortchanged in funding because they have failed to convince the general public that their missions are important. In an attempt to convince the general public that its science mission is both interesting and important, in 1998 the Science Directorate at NASA's Marshall Space Flight Center (MSFC) instituted a new outreach effort using the interact to reach the general public as well as the students. They have called it 'Science@NASA'.

George Lebo↗
NASA NTRS1995

An Overview of the Quality Function Deployment (QFD) Technique

QFD is a product planning tool and a process methodology that enables all organizations, departments, and individuals in a business or a project to systematically focus on the critical performance, functions, and/or characteristics of a product that are the most important to the customer. It is part of the Total Quality Management (TQM) concept.. This presentation describes the objectives of QFD, the process for implementing the technique, the benefits derived from proper implementation, the kinds of systems where QFD is best utilized, what the success factors are, how QFD works, some guidelines for selection of a QFD team, and the functional roles of key team members.

Quality Function Deployment QFD customer focus cus↗
NASA NTRS1993

(abstract) Mission Operations and Control Assurance: Flight Operations Quality Improvements

Mission Operations and Command Assurance (MO&CA), a recent addition to flight operations teams at JPL. provides a system level function to instill quality in mission operations. MO&CA's primary goal at JPL is to help improve the operational reliability for projects during flight. MO&CA tasks include early detection and correction of process design and procedural deficiencies within projects. Early detection and correction are essential during development of operational procedures and training of operational teams. MO&CA's effort focuses directly on reducing the probability of radiating incorrect commands to a spacecraft. Over the last seven years at JPL, MO&CA has become a valuable asset to JPL flight projects. JPL flight projects have benefited significantly from MO&CA's efforts to contain risk and prevent rather than rework errors. MO&CA's ability to provide direct transfer of knowledge allows new projects to benefit directly from previous and ongoing experience. Since MO&CA, like Total Quality Management (TQM), focuses on continuous improvement of processes and elimination of rework, we recommend that this effort be continued on NASA flight projects.

mission operation flight operations error detectio↗
NASA NTRS1994

Increases in Efficiency and Enhancements to the Mars Observer Non-stored Commanding Process

The Mars Observer team was, until the untimely loss of the spacecraft on August 21, 1993, performing flight operations with greater efficiency and speed than any previous JPL mission of its size. This level of through-put was made possible by a Mission Operations System which was composed of skilled personnel using sophisticated sequencing and commanding tools. During cruise flight operations, however, it was realized by the project that this commanding level was not going to be sufficient to support the activities planned for the mapping operations. The project had committed to providing the science instrument principle investigators with a much higher level of commanding during mapping. Thus, the project began taking steps to enhance the capabilities of the flight team. One mechanism used by project management was a tool available from Total Quality Management (TQM). This tool is known as a Process Action Team (PAT). The Mars Observer PAT was tasked to increase the capacity of the flight team's non-stored commanding process by fifty percent with no increase in staffing and a minimal increase in risk. The outcome of this effort was to, in fact, increase the capacity by a factor of 2.5 rather than the desired fifty percent and actually reduce risk. The majority of these improvements came from the automation of the existing command process. The results required very few changes to the existing mission operations system. Rather, the PAT was able to take advantage of automation capabilities inherent in the existing system and make changes to the existing flight team procedures. This paper will describe in detail the enhancements recommended by the PAT for the non-stored command generation process on Mars Observer. This will be contrasted with the process used by the flight team prior to implementation of these improvements. Finally, there will be a discussion of the applicability of the techniques devised by the PAT for enhancement of the non-stored command process to present and future projects.

Process↗
NASA NTRS1991

Space transportation main engine reliability and safety

Viewgraphs are used to illustrate the reliability engineering and aerospace safety of the Space Transportation Main Engine (STME). A technology developed is called Total Quality Management (TQM). The goal is to develop a robust design. Reducing process variability produces a product with improved reliability and safety. Some engine system design characteristics are identified which improves reliability.

Monk, Jan C.↗
NASA NTRS1991

MOD control center automated information systems security evolution

The role of the technology infusion process in future Control Center Automated Information Systems (AIS) is highlighted. The following subject areas are presented in the form of the viewgraphs: goals, background, threat, MOD's AISS program, TQM, SDLC integration, payback, future challenges, and bottom line.

Owen, Rich↗
NASA NTRS1991

Spectroscopy and multivariate analyses applications related to solid rocket nozzle bondline

Chemical composition and molecular orientation define the properties of materials. Information related to chemical composition and molecular configuration is obtained by various forms of spectroscopy. Software algorithms developed for multivariate analyses, expert systems, and Artificial Intelligence (AI) are used to conduct repetitive operations. The techniques are believed to be of particular significance toward achieving TQM objectives. The objective was to obtain information related to the quality of the bondline in the solid rocket motor, SRM, nozzle. Hysol 934 NA, a room temperature curing epoxide resin, is used as the bonding agent. A good bond requires that the adhesive be placed on a properly prepared metal surface, the adhesives Part A and B be mixed in appropriate ratio from material within shelf life specifications. Spectroscopic data was obtained for surfaces prepared according to specifications, contaminated metal surfaces, samples of the epoxide adhesive at times that represent shelf aging from 3 months to 2 years, several mix ratio of A to B, and curing material. Temperature was found to be a significant factor. The study concentrated on pot life and mix ratio.

Arendale, W. F.↗
NASA NTRS1990

NASA total quality management 1989 accomplishments report

NASA and contractor employees achieved many notable improvements in 1989. The highlights of those improvements, described in this seventh annual Accomplishments Report, demonstrate that the people who support NASA's activities are getting more involved in quality and continuous improvement efforts. Their gains solidly support NASA's and this Nation's goal to remain a leader in space exploration and in world-wide market competition, and, when communicated to others through avenues such as this report, foster improvement efforts across government and industry. The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories in this report reflect NASA principles set forth in the 1980's and are more commonly known today as Total Quality Management (TQM): top management leadership and support; strategic planning; focus on the customer; employee training and recognition; employee empowerment and teamwork; measurement and analysis; and quality assurance.

Tai, Betty P.↗
NASA NTRS1991

Total Quality Leadership

More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity. The panel presentations and Keynote speeches revolving around the theme of total quality leadership provided a solid base of understanding of the importance, benefits, and principles of total quality management (TQM). The presentations from the conference are summarized.

Source record↗
NASA NTRS1991

Lessons learned and their application to program development and cultural issues

The main objectives of space product assurance are, in effect, the same as those of Total Quality Management (TQM) or its many variants. The most significant ingredients are the lessons learned and their application to ongoing and future programs as they are affected by changes in the cultural environment. The cultural issues which affect almost everything done in technical programs and projects are considered. Understanding the lessons learned and the synergism which results from this combination of knowledge, culture, and lessons learned is identified as crucial. A brief discussion of the closed loop linkage that should exist between the world of hands on activities and that of educational institutions is presented.

Roth, Gilbert L.↗
NASA NTRS1991

Increasing productivity through Total Reuse Management (TRM)

Total Reuse Management (TRM) is a new concept currently being promoted by the NASA Langley Software Engineering and Ada Lab (SEAL). It uses concepts similar to those promoted in Total Quality Management (TQM). Both technical and management personnel are continually encouraged to think in terms of reuse. Reuse is not something that is aimed for after a product is completed, but rather it is built into the product from inception through development. Lowering software development costs, reducing risk, and increasing code reliability are the more prominent goals of TRM. Procedures and methods used to adopt and apply TRM are described. Reuse is frequently thought of as only being applicable to code. However, reuse can apply to all products and all phases of the software life cycle. These products include management and quality assurance plans, designs, and testing procedures. Specific examples of successfully reused products are given and future goals are discussed.

Schuler, M. P.↗