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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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34 records · Page 2
All sourcesNASA NTRSDOE OSTI
NASA NTRS1995

The Oak Ridge Refrigerant Management Program

For many years, chlorofluorocarbons (CFC's) have been used by the Department of Energy's (DOE) Oak Ridge Y-12 Plant in air conditioning and process refrigeration systems. However, Title 6 of the Clean Air Act Amendments (CAAA) and Executive Order 12843 (Procurement Requirements and Policies for Federal Agencies for Ozone Depleting Substances) signed by President Clinton require, as policy, that all federal agencies maximize their use of safe, alternate refrigerants and minimize, where economically practical, the use of Class 1 refrigerants. Unfortunately, many government facilities and industrial plants have no plan or strategy in place to make this changeover, even though their air conditioning and process refrigeration equipment may not be sustainable after CFC production ends December 31, 1995. The Y-12 Plant in Oak Ridge, Tennessee, has taken an aggressive approach to complying with the CAAA and is working with private industry and other government agencies to solve tough manufacturing and application problems associated with CFC and hydrochlorofluorocarbon (HCFC) alternatives. Y-12 was the first DOE Defense Program (DP) facility to develop a long-range Stratospheric Ozone Protection Plan for refrigerant management for compliance with the CAAA. It was also the first DOE DP facility to complete detailed engineering studies on retrofitting and replacing all air conditioning and process refrigeration equipment to enable operation with alternate refrigerants. The management plan and engineering studies are models for use by other government agencies, manufacturing plants, and private industry. This presentation identifies some of the hidden pitfalls to be encountered in the accelerated phaseout schedule of CFC's and explains how to overcome and prevent these problems. In addition, it outlines the general issues that must be considered when addressing the phase-out of ozone depleting substances and gives some 'lessons learned' by Y-12 from its Refrigerant Management Program. Discussion topics include requirements for developing a refrigerant management plan and establishing priorities for cost-effective compliance with the CAAA, as well as ways in which employees can be empowered to develop a comprehensive refrigerant management plan. The result of this employee empowerment was a cooperative labor-management effort that is beneficial for Y-12, DOE, and the environment.

Kevil, Thomas H.↗
NASA NTRS1996

Reinvention/reengineering of business and technical processes

The changing marketplace as evidenced by global competition is requiring American organizations to rethink, regroup, and redesign their processes. The umbrella of total quality management (TQM) includes many quality methods, techniques, tools, and approaches. There is no right way for every situation or circumstance. Adaptability and experimentation of several tools is necessary. Process management when properly applied can lead to continuous quality improvements. But some processes simply need to be discarded and new ones developed. This reengineering often results in vertical compression and job redesign and restructuring. Work activities must be designed around processes, not processes around work activities. Reengineering and process management do not stand alone--they support each other. Senior executive leadership and empowerment of workers at all organizational levels is vital for both short-term and long-term success.

Olsen, Eugene A.↗
NASA NTRS1998

Improving Student Achievement in Math and Science

As the new millennium approaches, a long anticipated reckoning for the education system of the United States is forthcoming, Years of school reform initiatives have not yielded the anticipated results. A particularly perplexing problem involves the lack of significant improvement of student achievement in math and science. Three "Partnership" projects represent collaborative efforts between Xavier University (XU) of Louisiana, Southern University of New Orleans (SUNO), Mississippi Valley State University (MVSU), and the National Aeronautics and Space Administration (NASA), Stennis Space Center (SSC), to enhance student achievement in math and science. These "Partnerships" are focused on students and teachers in federally designated rural and urban empowerment zones and enterprise communities. The major goals of the "Partnerships" include: (1) The identification and dissemination of key indices of success that account for high performance in math and science; (2) The education of pre-service and in-service secondary teachers in knowledge, skills, and competencies that enhance the instruction of high school math and science; (3) The development of faculty to enhance the quality of math and science courses in institutions of higher education; and (4) The incorporation of technology-based instruction in institutions of higher education. These goals will be achieved by the accomplishment of the following objectives: (1) Delineate significant ?best practices? that are responsible for enhancing student outcomes in math and science; (2) Recruit and retain pre-service teachers with undergraduate degrees in Biology, Math, Chemistry, or Physics in a graduate program, culminating with a Master of Arts in Curriculum and Instruction; (3) Provide faculty workshops and opportunities for travel to professional meetings for dissemination of NASA resources information; (4) Implement methodologies and assessment procedures utilizing performance-based applications of higher order thinking via the incorporation of Global Learning Observations To Benefit the Environment (GLOBE), Mission to Planet Earth and the use of Geographic Imaging Systems into the K-12th grade curriculum.

Sullivan, Nancy G.↗
NASA NTRS2000

Ground Data System Risk Mitigation Techniques for Faster, Better, Cheaper Missions

With the advent of faster, cheaper, and better missions, NASA Projects acknowledged that a higher level of risk was inherent and accepted with this approach. It was incumbent however upon each component of the Project whether spacecraft, payload, launch vehicle, or ground data system to ensure that the mission would nevertheless be an unqualified success. The Small Explorer (SMEX) program's ground data system (GDS) team developed risk mitigation techniques to achieve these goals starting in 1989. These techniques have evolved through the SMEX series of missions and are practiced today under the Triana program. These techniques are: (1) Mission Team Organization--empowerment of a closeknit ground data system team comprising system engineering, software engineering, testing, and flight operations personnel; (2) Common Spacecraft Test and Operational Control System--utilization of the pre-launch spacecraft integration system as the post-launch ground data system on-orbit command and control system; (3) Utilization of operations personnel in pre-launch testing--making the flight operations team an integrated member of the spacecraft testing activities at the beginning of the spacecraft fabrication phase; (4) Consolidated Test Team--combined system, mission readiness and operations testing to optimize test opportunities with the ground system and spacecraft; and (5). Reuse of Spacecraft, Systems and People--reuse of people, software and on-orbit spacecraft throughout the SMEX mission series. The SMEX ground system development approach for faster, cheaper, better missions has been very successful. This paper will discuss these risk management techniques in the areas of ground data system design, implementation, test, and operational readiness.

Catena, John J.↗
NASA NTRS2005

National Aeronautics and Space Administration Training Grant Supplement

The following section summarizes the impact of the Ohio Space Grant Consortium (OSGC) in Ohio and to NASA over the last four-year period (February 1, 2001 to April 30, 2005) and highlights the important accomplishments of the consortium. The strength of the OSGC network of universities, community colleges, government agencies, industry, and outreach affiliates is well-established and is growing. The OSGC Consortium Management Structure was designed and remains committed to using the talents and diversity of everyone within this collaborative network, and operational policies and procedures are such that all consortium members are active contributors resulting in quality OSGC programs in research, education and service, while receiving a relatively small amount of NASA funds. The number of quality activities, both on- and off-campus, and collaborations/partnerships that OSGC has established with NASA and government agencies, state and local government, educational institutions, and private industry, has been impressive. Further desired university affiliate expansion requires additional funds. Diversity is shown in the OSGC 12-member Executive Committee by the presence of three campus representatives from Central State University, Wilberforce University, and The Ohio State University (two underrepresented minority, one female). One additional female campus representative (Cleveland State University) is currently on sabbatical leave and a valuable alternate member attends. Other additional female and underrepresented minority members are on the larger OSGC Advisory committee. All committee members participate fully in all consortium management and policy decisions. The OSGC Executive Committee strives to achieve and communicate a culture of trust, respect, teamwork, open communication, creativity, and empowerment. These programs have shown results and impact by their visibility and importance to Ohio and to NASA, resulting in strategic alliances created throughout Ohio. These alliances have improved over the last 4 years.

DeWitt, Kenneth J.↗
NASA NTRS1998

Distributed Operations for the Cassini/Huygens Mission

The cassini project employs a concept known as distributed operations which allows independent instrument operations from diverse locations, provides full empowerment of all participants and maximizes use of limited resources.

Cassini Huygens operations missions↗
NASA NTRS2018

Operability Engineering for the Europa Clipper Mission: Formulation Phase Results and Lessons

Operability is an important factor in both success and cost of space missions, but is difficult to quantify, and can suffer if not considered as part of early formulation and design. The Europa Clipper mission has taken a deliberate approach to infusing operability into the concepts and designs since early in the formulation phase. This paper reports on that approach to operability and the results thus far, as the Europa Clipper mission approaches its Preliminary Design Review. Definitions for operability and its various aspects are presented along with a description of the engineering and organizational approach taken to infusing operability into designs. A number of examples of operability requirements are shown, and key examples of trade studies and design decisions are described, along with influence on outcomes motivated by operability considerations. We find that support from management, empowerment of a cross-discipline Operability Working Group, consistent tracking of operability aspects over time, and broad infusion and participation in operability considerations are all significant factors in implementing operability. In particular, thoughtful and deliberate consideration of operability criteria has led to design decisions that include proper consideration of concerns related to the mission operations phase, and seem likely to provide better science results and mission outcomes.

Huh, Shin M.↗
NASA NTRSDate not supplied

Crew Health and Performance (CHP) Technology Roadmaps

The Environmental Control and Life Support System (ECLSS) – Crew Health and Performance (CHP) Systems Capability Leadership Team (SCLT) is a community of practice (not a funded program) sponsored by Headquarters to develop, retain, and infuse the ECLSS and CHP capabilities necessary to enable the human exploration of the Moon and Mars through the integration and empowerment of experts across NASA, other government agencies, commercial industry, and academia. The goals of the SCLT are as follows: Use the Architecture Definition Document use cases and functions to identify gaps in NASA’s current technological capabilities to meet Agency objectives and develop strategies and roadmaps for closing such gaps Make technical/strategic recommendations on ECLSS and CHP technology development efforts and investments for PPBE, acquisition strategies, and leveraging NASA’s critical capabilities Establish key performance parameters and participate in key program and project reviews Maintain cognizance of relevant ECLSS and CHP national and international technology activities in government, industry, and academia, specifically, emerging innovations and technologies, trends, and opportunities Coordinate with commercial and international partners to identify areas of mutual interest and cooperation Support future mission and system architecture studies for human exploration This document is intended to be a comprehensive overview of the strategic development plans, or Roadmaps, of key technologies and capabilities identified by the SCLT. Each Roadmap is organized by Capability Gap as the gap name and number appears in STARPort, follows a fiscal year timeline, and displays any additional information on milestones, decision points, or important details on the right-hand side of the page. The Roadmaps should be used to facilitate discussion, decision making, and planning for programs and development projects, but are not expected to accurately depict the details and statuses of the projects and tasks appearing within the plans.

Human Health and Performance↗
DOE OSTI2021

Seeding picoscale solutions for social macro goals: complex thinking in projects for vulnerable communities

This chapter presents lessons learned from two experiences of implementing sociopoliticalsustainability strategies to achieve environmental and economic sustainability.The projects were carried out in rural communities in Guinea-Bissau andJamaica, which are both vulnerable to climate change. Each experience, developedfrom a systemic perspective and under two frameworks (the water–food–energynexus and ‘Appropriate Technology’), is described in four phases (problemcharacterization, solution design, solution pre-evaluation, and implementation),with the significant findings made by the team in terms of challenges, rewards, andessential conditions for development. Both deal with environment-friendly solutionsthat solve the problems of water and energy provision. Based on complex thinking,the experiences are analyzed from the social inclusion, participation, empowerment,and learning theory viewpoints. Finally, the insights gained by the team arehighlighted: communication requirements, the level of dependency of industrializedsolutions, budget constraints, training, testing, and planning recommendations, thediversity of interaction with the communities, and partners’ skills. As a result, futureactions can exploit these experiences and contribute to the success of subsequentprojects.

Pereira Pinto, Joao↗
DOE OSTI2023

Building Environmental Justice and Equity into the Development of Critical Mineral Industries

The global transition toward low-carbon energy not only means an increase in demand for clean electricity and renewable resources, but also an increase in demand for the critical minerals (CMs) and rare earth elements (REEs) that these technologies rely upon. Indeed, low-carbon energy technologies, such as those used for wind turbines and electric vehicle motors, require significantly more lithium, nickel, cobalt, manganese, graphite, and other CMs than fossil-based energy technologies. The growing demand for new forms of low- carbon energy will necessitate a proportional scale-up of CM and REE extraction and processing. Presently, the majority of extraction and processing activities for CMs and REEs are concentrated in very few countries, primarily in China and the Global South. CM and REE supply chain activities conducted in or controlled by these countries are commonly associated with widespread and well- documented human rights abuses and environmental degradation. As a result of concerns related to supply chain security, worker welfare, and the overall need for additional sources of CMs and REEs, governments worldwide have begun to explore policy pathways for the development of new supply chains. The development of new supply chains for CMs and REEs re s a multifold opportunity to accelerate the global deployment of low-carbon energy fleets, reduce global carbon emissions, build political resilience—and also to enhance policy objectives of environmental justice and equity in the clean energy transition. Fulfilling these policy objectives requires energy producers to navigate a maze of global supply chain policies designed to shape and accelerate the growth of new markets. In the United States, for instance, President Biden recently implemented fiscal and trade policies that incentivize both domestic and global reliance on U.S.-produced CMs and REEs, leveraging key relationships in Asia and Europe to ensure the accelerated buildout of the U.S. supply chain. The Biden Administration’s framework also emphasizes that new supply chains for CMs, REEs, and other low-carbon energy pathways must generate benefits for marginalized and disadvantaged communities, build energy equity, and contribute to the Biden Administration’s vision of environmental justice. present CM and REE supply chains include several stages, including mining, processing, transport, utilization, and disposal, each of which involves different environmental justice considerations and potential injustices. This study explores how technical innovation, paired with responsible community engagement and empowerment, can help inform the development of energy equity and environmental justice at all stages of new supply chains. The study highlights these opportunities on a broad scale. We also lend a specific focus to research at the University of Wyoming School of Energy Resources that aims to guide the development of CM and REE industries in communities with high economic dependence on coal and other fossil fuel industries, identifying pathways to grow a U.S. domestic supply chain by producing CMs from coal, coal by-products, and coal waste streams. These production pathways represent a potential new supply for CMs across the U.S. and elsewhere, thereby enhancing national security and accelerating the widespread deployment of low-carbon energy technologies, while also generating alternative applications for remaining coal reserves and aiding in a just transition for rural energy-producing communities.

Gerace, Selena↗
DOE OSTI2024

From Inspiration to Innovation: How an NREL Researcher is Shaping a Sustainable Tomorrow

In this talk, part of the Encontro de Mulheres na Energia Solar, part of the X Brasilian Congress of Solar Energy, I will speak of my strategies towards shaping a sustainable future, through the empowerment of women in science. Nesta palestra do Encontro de Mulheres na Energia Solar, como parte do X Congreso Brasileiro de Energia Solar, vou falar das minhas estrategias para forjar um futuro sustentavel, promovendo o avanco das mulheres na ciencia.

empowering women↗
DOE OSTI2023

Quick Talk: Resilient Communities, Maryland

Groundswell, Inc., in partnership with the Maryland Energy Administration (MEA), Ayika Solutions, the National Renewable Energy Lab (NREL), and the Baltimore Office of Sustainability, is advancing a vision for resilient, community-centered energy systems in Maryland. This effort aligns with Groundswell's commitment to a clean energy economy that equitably benefits all communities, closing gaps in representation, wages, and access to wealth generation, savings, and local jobs within a diverse energy supply chain. Project Vision and Objectives The project emphasizes "energy resilience," defined as a community’s capacity to anticipate, adapt to, and swiftly recover from power disruptions through inclusive planning and technical solutions. The approach centers on Resilience Hubs—designated community facilities equipped to support residents before, during, and after power-related disruptions. These hubs offer emergency resources, coordinate communications, and deliver essential services while reducing carbon emissions, ultimately enhancing residents' quality of life. Additionally, Resilience Hubs foster social connections, support disaster preparedness, and provide spaces for community programming and everyday use. The goals of Resilient Communities Maryland include: Developing a replicable framework for community energy resilience, applicable beyond Maryland. Defining community-led indicators of social impact and resilience. Establishing equitable decision-making processes in project design and implementation. Informing MEA of practical, community-based resilience strategies to shape future state initiatives. Approach Groundswell and its partners prioritize collaborative engagement with local stakeholders, ensuring that solutions are responsive to each community's unique needs. By integrating feedback from residents, local organizations, and government entities, the team has developed a holistic model for resilience that balances immediate benefits, such as improved emergency response, with long-term gains in social equity and environmental sustainability. Key Outcomes This initiative has produced valuable resources and insights, including: A Community Energy Resilience Framework: Designed to guide other communities in establishing energy resilience strategies tailored to their specific needs. Case Studies: Documenting best practices and lessons learned from pilot projects to serve as models for future resilience efforts. Community-Driven Impact Metrics: Highlighting the positive social impacts that resilience initiatives can bring, such as improved social connectedness and local decision-making power. Recommendations for MEA: Offering evidence-based insights to inform policies and funding opportunities that support resilient energy infrastructure in vulnerable communities. Next Steps Groundswell's final report will detail findings, including the potential for scaling resilience hubs across Maryland and other regions, with a focus on equitable access and community-driven outcomes. This project underscores the importance of aligning energy resilience with social equity, reinforcing community agency, and building systems that withstand and recover from future challenges effectively and sustainably.

14 SOLAR ENERGY↗
NASA NTRS2023

Understanding Workforce Agility at NASA Kennedy Space Center

NASA leads the world in space research and provides other government agencies, educational institutions, and companies opportunities to explore, launch, and conduct research in and around space. NASA has 11 formal locations based around the United States, and each has different goals and objectives to help NASA meet its overall mission. 2004, President George Bush announced a new vision for the Space Exploration program. During his grand announcement, he discussed that the Space Shuttles would retire due to the 2003 Space Shuttle Columbia accident, where the crew and the space vehicle were lost. The Kennedy Space Center (KSC) would no longer manage the day-to-day operations of maintaining the US Space Shuttle fleet. Our NASA teams would continue working to finish the Space Shuttle program's mission to build the International Space Station. Afterward, NASA would transition to develop and test a new spacecraft, the Crew Exploration Vehicle. The third goal was to return to the moon by 2020 as the launching point for missions beyond, to get humans from lower Earth orbit to the moon and Mars. (Secretary, 2004) The KSC engineering workforce had to prepare to transition from Operational support of the Space Shuttle program to the design and development of over 50 subsystems for the future SLS and Orion Launch Systems at the Kennedy Space Center. These subsystems developed at the Kennedy Space Center Engineering Directorate followed a comprehensive design process that required several different product deliverables during various phases for each subsystem. (Schafer et al., 2013) What allowed these systems to be successful? What enabled NASA KSC to complete over 130 Artemis 1 Design Certification and System Acceptance Reviews, closing over 21,656 Requirements to deem the Artemis 1 rocket ready for launch? Little is known about the NASA engineering workforce agility characteristics that enabled the organization to transition from the Space Shuttle program that ended in 2011 and launch the Artemis Program's SLS rocket on November 16, 2022.

Workforce Agility↗
NASA NTRS2024

NASA Agile Community of Practice

This 2023-2024 report provides a comprehensive summary of the products and activities executed by the NASA Agile Community of Practice over its first year from being formally stood up. The report highlights the community's ongoing efforts to advance Agile values and principles, improve practices, and foster innovation within teams across NASA centers. The report delves into key initiatives, including the development of a strategic plan, executive summary, and best practice guidelines; as well as the facilitation of knowledge-sharing events such as webinars with internal and external speakers, workshops, and technical interchange meeting.

Agile↗
NASA NTRS2026

NASA Agile Community of Practice 2024-2026 Report

This 2024-2026 report provides a summary of the products and activities executed by the NASA Agile Community of Practice (CoP) during its second and third years. Building on the foundation established in its inaugural year, the CoP continued to advance Agile values and principles across NASA centers. The report highlights key initiatives, including specialized framework training, AI integration in Agile toolkits, and active participation in agency-wide project management and systems engineering workshops.

Agile↗