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Viewgraphs on technology transfer within NASA are provided. Assessment of technology transfer process, technology being transfered, issues and barriers, and observations and suggestions are addressed. Topics covered include: technology transfer within an organization (and across organization lines/codes) and space science/instrument technology and the role of universities in the technology development/transfer process.
The Defense Technology Transfer Information System (DTTIS) is a scalable data system built to grow and adapt to changing conditions. It collects information from each technology transfer offices, patent attorneys, innovators, and more. It automates workflows to standardize and streamline technology transfer business rules. This resulting in improved efficiency, standardized processes and reducing errors. DTTIS is a search and reporting engine built on patented NASA's Technology Transfer System (NTTS) core software platform.
NASA's programs to transfer its technological advances have evolved from a passive dissemination of technical information and service to one of active product development for public needs. The rational and development difficulties involved in the firemen's breathing system is the case example chosen to demonstrate the need for advanced technological design improvements for urban products. Emphasis is given to the total need and requirements for the improved product and the mechanism chosen to insure their direct involvement in the design and development effort. Technology transfer, involving the capabilities of NASA people, is identified as a key factor in the process.
TECHNOLOGY TRANSFER Idaho National Laboratory (INL) is a U.S. Department of Energy (DOE) multiprogram national laboratory that conducts research and development in all DOE mission areas. Like all other national laboratories, INL has a statutory, technology transfer mission to make its capabilities and technologies available to federal agencies, state and local governments, universities and industry. To fulfill this mission, INL encourages its scientific, engineering and technical staff to disclose new inventions and creations to ensure the resulting intellectual property is captured, protected and made available to others who might benefit from it. As part of the mission, intellectual property is licensed to industrial partners for commercialization, job creation and delivering the benefits of federally funded technology to consumers. In some cases, unique capabilities are made available to other federal agencies, international organizations, domestic and foreign commercial entities or small businesses to solve specific technical challenges. INL employees work cooperatively with researchers and technical staff from the university and industrial sectors to further develop emerging technologies. In this global economy, INL is contributing to the development of the next generation of engineers and scientists by licensing software to educational institutions throughout the world. Abstract This report is a catalog of select INL technology transfer activities, including commercialization transactions and research agreements, executed during this past year. The size and diversity of INL technical resources, coupled with the large number of relationships with other organizations, virtually ensures that a report of this nature will fail to capture all interactions. Recognizing this limitation, this report focuses on transactions that are specifically authorized by technology transfer legislation (and corresponding contractual provisions) or involve the transfer of legal rights to technology to other parties. This report was compiled from primary records that were readily available to the INL’s Technology Deployment and Contracts Management offices. Accomplishments cataloged in the report reflect the achievements and creativity of the researchers, technicians, support staff and operators of the INL workforce. Prepared for the U.S. Department of Energy Under DOE Idaho Operations Office Contract DE-AC07-05ID14517
Technology transfer in the lubrication field is discussed in terms of the movement of NASA-generated lubrication technology into the private sector as affected by evolving industrial requirements. An overview of the field is presented, and NASA technical contributions to lubrication technology are described. Specific examples in which these technologies have been used in the private sector are summarized.
A Formal Inspection Technology Transfer Program, based on the inspection process developed by Michael Fagan at IBM, has been developed at JPL. The goal of this program is to support organizations wishing to use Formal Inspections to improve the quality of software and system level engineering products. The Technology Transfer Program provides start-up materials and assistance to help organizations establish their own Formal Inspection program. The course materials and certified instructors associated with the Technology Transfer Program have proven to be effective in classes taught at other NASA centers as well as at JPL. Formal Inspections (NASA tailored Fagan Inspections) are a set of technical reviews whose objective is to increase quality and reduce the cost of software development by detecting and correcting errors early. A primary feature of inspections is the removal of engineering errors before they amplify into larger and more costly problems downstream in the development process. Note that the word 'inspection' is used differently in software than in a manufacturing context. A Formal Inspection is a front-end quality enhancement technique, rather than a task conducted just prior to product shipment for the purpose of sorting defective systems (manufacturing usage). Formal Inspections are supporting and in agreement with the 'total quality' approach being adopted by many NASA centers.
The goal of the NASA Technology Utilization (TU) Program is to broaden and accelerate the transfer of aerospace technology and to develop new commercial products and processes that represent additional return on the national investment in the U.S. space programs. The mechanisms established by the TU Program includes TU offices, publications, the information retrieval, software dissemination, and the NASA Applications Engineering Program. These mechanisms are implemented through a nationwide NASA TU Network, working closely with industry and public sector organizations to encourage and facilitate their access and utilization of the results of the U.S space programs. Examples of TU are described, including a method for the reduction of metal fatigue in textile equipment and a method for the management of wandering behavior in Alzheimer's patients.
Technology transfer is a dynamic process, involving dynamic people as the bridge between NASA Langley Research Center and the outside world. This bridge, for nonaerospace applications, is known as the Technology Applications Group. The introduction of new innovations and expertise where they are needed occurs through a 'push' and 'pull' process. A 'push' occurs when a new technology is first developed with high commercial potential and then a company is found to licence or further develop the technology. The 'pull' process occurs through problem statements. A company or group will submit a written statement of what they need and the shortcomings of commercially available technology. The Technology Transfer Team (T3) reviews these problem statements and decides where NASA LaRC can offer assistance. A researcher or group of researchers are then identified who can help solve the problem and they are put in contact with the company. Depending upon the situation in either method, a Space Act Agreement (SAA), or outline of the responsibilities for each party, is developed.
The requirements for a successful technology transfer program and what such a program would look like are discussed. In particular, the issues associated with technology transfer in general, and within the Jet Propulsion Laboratory (JPL) environment specifically are addressed. The section on background sets the stage, identifies the barriers to successful technology transfer, and suggests actions to address the barriers either generally or specifically. The section on technology transfer presents a process with its supporting management plan that is required to ensure a smooth transfer process. Viewgraphs are also included.
Viewgraphs on technology transfer within the NASA Goddard Space Flight Center presented to Civil Space Technology Development workshop on technology transfer and effectiveness are provided. Topics covered include: obstacles to technology transfer; technology transfer improvement program at GSFC: communication between technology developers and users; and user feedback to technologists.
The NASA Technology Transfer Partnership program sponsors a number of organizations around the country that are designed to assist U.S. businesses in accessing, utilizing, and commercializing NASA-funded research and technology. These organizations work closely with the Technology Transfer Offices, located at each of the 10 NASA field centers, providing a full range of technology transfer and commercialization services and assistance.
The Petroleum Technology Transfer Council (PTTC) is a unique not-for-profit network that focuses on transferring Exploration and Production (E&P) technology to the domestic oil and natural gas producing industry. PTTC connects producers, technology providers and innovators, academia, research and development (R&D) consortiums and governments. Local affordable workshops delivered by Regional Lead Organizations (RLOs), which are typically a university or geological survey, are a primary tool. PTTC also maintains a website network, issues a national newsletter, provides a column in a major trade publication, and exhibits at major industry events. It also encourages industry to ask technology-related questions, striving to find relevant answers that will save questioners significant time. Working since late 1993, the PTTC network has a proven track record of providing industry with technology insights they can apply. Volunteers at the regional and national level provide key guidance regarding where to focus technical effort and help connect PTTC with industry. At historical funding levels, PTTC had been able to hold well more than 100 workshops per year, drawing 6,000+ attendees. As funding decreased in the early 2000s, the level of activity decreased and PTTC sought a merger with the American Association of Petroleum Geologists (AAPG), becoming an AAPG-managed organization at the start of FY08. This relationship with AAPG was terminated by mutual consent in May 2011 and PTTC once again operates independently. Chris Hall, California continued to serve as Chairman of the Board of Directors until December 2013. At the time PTTC reorganized into a RLO led organization with Mary Carr and Jeremy Viscomi as co-Executive Directors. Jerry Anderson became the Chairman of the PTTC Board of Directors and Chris Hall continues to serve on the Board. Workshop activity stabilized at 55-65 workshops per year averaging 3,100 attendees. FY14 represented the fifth year in a multi-year contract with the Department of Energy (DOE) for providing technology transfer services. This report summarizes activity and results during for five years, FY10 through FY14. In FY12 changes occurred in responsibilities of consultants serving HQ, because funding was reduced below the threshold level of $500,000 audits were no longer required and consultant time was reduced on the primary contract. Contracts for Permian Carbon Capture Utilization and Storage (CCUS) training, and providing tech transfer services to the Research Partnership to Secure Energy for America (RPSEA) provided work that enabled HQ to retain services of regular consultants. Both CCUS and RPSEA were five year contracts with PTTC, and providing services for these DOE funded contracts provided synergy for PTTC and the oil and gas industry. With further decreases in DOE funding the regions conducted workshops with no PTTC funding starting in June FY11. Since 2011 the number of workshops has declined from 79 in FY10 and FY11 to 49 in FY12, and risen to 54 in FY13 and 63 in FY14. The attendee's numbers dipped slightly below 3,000 per year in FY 10, FY12, and FY13, but rose to over 3,800 in FY 11 and 3105 in FY14. Quantitative accomplishments: PTTC has maintained its unique structure of a national organization working through Regional Lead Organizations (RLOs) to deliver local, affordable workshops. During the contract period PTTC consolidated from 10 to five regions to increase efficiency, and because no active RLO's would be maintained in the Central and Eastern Gulf Coast regions. RLO's for the regions are located at: Eastern - West Virginia University, (Illinois Geol. Survey., W. Michigan Univ. FY10-12); Midwest created in FY13 - Illinois Geological Survey, W. Michigan University; Midcontinent - University of Kansas, expanded to Houston, TX (2013-14); Rocky Mountain - Colorado School of Mines; Texas/SE New Mexico (FY10-FY11) - Bureau of Economic Geology, Univ. of Texas at Austin; West Coast - Conservation Committee of California O&G Producers.
Information on technology transfer methodology is given in viewgraph form. Topics covered include problems in economics, technology drivers, inhibitors to using improved technology in development, technology application opportunities, and co-sponsorship of technology.
The identification and solution of research and clinical problems in cardiovascular medicine which were investigated by means of biomedical data transfer are reported. The following are sample areas that were focused upon by the Stanford University Biomedical Technology Transfer Team: electrodes for hemiplegia research; vectorcardiogram computer analysis; respiration and phonation electrodes; radiotelemetry of intracranial pressure; and audiotransformation of the electrocardiographic signal. It is concluded that this biomedical technology transfer is significantly aiding present research in cardiovascular medicine.
Viewgraphs on the National Technology Transfer Center (NTTC) are provided. The NTTC mission is to serve as a hub for the nationwide technology-transfer network to expedite the movement of federally developed technology into the stream of commerce. A description of the Center is provided.
The current status of NASA's technology transfer system can be improved if the technology transfer process is better understood. This understanding will only be gained if a detailed knowledge about factors generally influencing technology transfer is developed, and particularly those factors affecting technology transfer from government R and D agencies to industry. Secondary utilization of aerospace technology is made more difficult because it depends on a transfer process which crosses established organizational lines of authority and which is outside well understood patterns of technical applications. In the absence of a sound theory about technology transfer and because of the limited capability of government agencies to explore industry's needs, a team approach to screening and evaluation of NASA generated technologies is proposed which calls for NASA, and other organizations of the private and public sectors which influence the transfer of NASA generated technology, to participate in a screening and evaluation process to determine the commercial feasibility of a wide range of technical applications.
PVMC, Inc. (PVMC) and Contractor (NREL) will work together under a CRADA, through a distinct statement of work (SOW) for each project. Each SOW will be negotiated as a modification of the CRADA between PVMC and NREL with a principal investigator (PI) identified by the contractor so as to define specific tasks and funding that reflect the scope and objectives of that project. Projects will focus on extended collaborations with well-defined, long-term goals that are mutually beneficial to PVMC and NREL. Projects under the CRADA may fall within the areas listed below in the summary of research results, calling upon the NREL capabilities and expertise. Modification 1: The first year of the CRADA will involve training PVMC personnel in the deposition process of the layers in the CIGS device based on the evaporation process, characterization methods used to track the properties of the films, device fabrication and integration of the layers into device compatible with the PVMC approach, and use standard ex-situ characterization tools, and standard and novel in-situ metrology tools for process characterization to insure that the unit films in the MDF facility have the properties defined above in the unit step evaluation. The scope of the CRADA statement of work is based on knowledge already in the literature and/or in background published IP. Modification 2: NREL loaned Ocean Optics spectrometer to PVMC. This was returned on 2/15/2018. Modification 3: The work under this CRADA is aimed at understanding several process effects on silicon wafers and/or solar cells. These include: (i) effects of wafering by diamond wire sawing on the surface damage and the strength of wafers, (ii) electronic characteristics of dielectric-Si interfaces, and (iii) characteristics of Si-Al interfaces formed during firing of silicon solar cells.
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