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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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(1) Store cryogenic propellants in a manner that maximizes their availability for use regardless of mission duration; (2) Efficiently transfer conditioned cryogenic propellant to an engine or tank situated in a microgravity environment; and (3) Accurately monitor and gauge cryogenic propellants situated in a microgravity environment
Major accomplishments in an effort to encourage investigation and technology transfer for practical applications of remote sensing to solve Earth resources problems in Vermont include: (1) acquisition, installation, and operation of the ORSER digital processing system on the University's IBM 3031 computer; (2) acquisition and operation of printing and CRT computer terminals for remote access to computer facilities for analysis of remotely sensed digital tape; (3) acquisition and operation of optical interpretation and image transfer devices for use with all types of aerial photography; (4) development of audio visual and other training materials for use in presentations, workshops, and short courses to enhance technology transfer; and (5) cooperation government agencies in demonstration projects to show the feasibility of using remote sensing technology.
Health care problems, and markets for patient monitoring equipment are discussed along with contributions to all phases of patient monitoring, and technology transfer to nonaerospace problems. Health care medical requirements, and NASA achievements in patient monitoring are described, and a summary of the technology transfer is included.
Hydrogen is a rapidly growing focus for countries seeking to develop green industries, but there are many questions about how the nascent global hydrogen economy will develop, and what this implies for equitable sharing of benefits and burdens between nations. In this perspective we summarize emerging trends in national hydrogen strategies and develop recommendations for researchers and policymakers to center equity in hydrogen development. This will require integrating innovation and development perspectives on international technology transfer, developing more detailed representation of hydrogen trade in systems models, building equity considerations into national and international planning processes, and establishing robust technology transfer efforts. In conclusion, policymakers will also need to grapple with the difficulties of verifying life cycle emissions of hydrogen if hydrogen trade emerges as a significant trend, potentially requiring new methods of emissions accounting and trade reforms that prioritize international equity.
Space technology transfer is discussed as applied to the field of materials science. Advances made in processing include improved computer techniques, and structural analysis. Technology transfer is shown to have an important impact potential in the overall productivity of the United States.
Marshall Space Flight Center's (MSFC's) Advanced Studies, Research, Technology, and Technology Transfer projects are summarized in this report. The focus of the report is on the three spotlights at MSFC in 1995: space transportation technology, microgravity research, and technology transfer.
This session of discussions reports on two sides of the technology transfer issue. The speakers are representatives of the aluminum industry (Alcoa Aluminum) and the National Aeronautics and Space Administration, Office of Commercial Programs. They discuss what technology transfer means, what NASA does for industry, and how information is disseminated.
This PowerPoint presentation defines technology transfer and discusses spin-out/off pros/cons involving whether to include a project within NASA or to contract outside NASA. The author discusses what would making the technology transfer happen by suggesting to evaluate NASA technologies/needs and find partners with ability to do business with NASA. The presentation concludes with recent Goddard successes.
Using reasonable near-term mission traffic models (1991-2000 being the assumed operational time of the system) and the most current unclassified laser and laser thruster information available, it was found that space-based laser propulsion orbit transfer vehicles (OTVs) can outperform the aerobraked chemical OTV over a 10-year life-cycle. The conservative traffic models used resulted in an optimum laser power of about 1 MW per laser. This is significantly lower than the power levels considered in other studies. Trip time was taken into account only to the extent that the system was sized to accomplish the mission schedule.
For the past 42 years, NASA has made special efforts to ensure the widest possible dissemination of its research and technology developments. We share the wealth of technology developed for our missions with the nation's industries to contribute to US economic strength and quality of life. For the past 27 years, this publication has provided you with over 1,200 examples of products and services developed as a direct result of commercial partnerships between NASA and the business community. Examples have covered products from fire retardant materials and air pollution monitors to non-invasive cardiac monitors and sensors for environmental control. In the Technology Transfer and Outreach section of Spinoff 2000, we highlight the activities of our Ames Research Center's Commercial Technology Office (CTO). Their efforts to facilitate and support technology commercialization are representative of the CTO at each field center. Increased activities to accelerate the dissemination of technologies, speed up the process of patent licensing, quicken the release of software for beta testing, support and manage incubators, and hasten the collaboration with commercial and academic organizations will continue to maximize the earliest potential commercial utilization of NASA's new inventions and technologies. Spinoff 2000 is organized into three sections: (1) Aerospace and Development highlights major research and development efforts currently carried out at the 10 NASA field centers; (2) Commercial Benefits-Spinoffs describes commercially available products and services resulting from the transfer of NASA technology; and (3) Technology Transfer and Outreach features this year's center spotlight, NASA's Ames Research Center, and its commercialization efforts, as well as the mechanisms in place nationwide to assist US industry in obtaining, transferring, and applying NASA technology, expertise, and assistance.
The 20x9 TDI array was developed to meet the LANDSAT Thematic Mapper Requirements. This array is based upon a self-aligned, transparent gate, buried channel process. The process features: (1) buried channel, four phase, overlapping gate CCD's for high transfer efficiency without fat zero; (2) self-aligned transistors to minimize clock feedthrough and parasitic capacitance; and (3) transparent tin oxide electrode for high quantum efficiency with front surface irradiation. The requirements placed on the array and the performance achieved are summarized. This data is the result of flat field measurements only, no imaging or dynamic target measurements were made during this program. Measurements were performed with two different test stands. The bench test equipment fabricated for this program operated at the 8 micro sec line time and employed simple sampling of the gated MOSFET output video signal. The second stand employed Correlated Doubled Sampling (CDS) and operated at 79.2 micro sec line time.
The NASA Lewis Research Center, located in Cleveland, Ohio, has a portfolio of research and technology capabilities and facilities that afford opportunities for productive partnerships with industry in a broad range of industry sectors. In response to the President's agenda in the area of technology for economic growth (Clinton/Gore 1993), the National Performance Review (1993), NASA's Agenda for Change (1994), and the needs of its customers, NASA Lewis Research Center has sought and achieved significant successes in technology transfer and commercialization. This paper discusses a sampling of Lewis Research Center's successes in this area, and lessons learned that Lewis Research Center is applying in pursuit of continuous improvement and excellence in technology transfer and commercialization.
Since the agency was established in 1958, a key part of the National Aeronautics and Space Administration's mission has been to make technologies available to American industry so it can be more widely used by the citizens who paid for it. While many people might think that 'rocket science' has no application to earthly problems, rocket science in fact employs earthly materials, processes, and designs adapted for space, and which can be adapted for other purposes on Earth. Marshall Space Flight Center's Technology Transfer Office has outreach programs designed to connect American business, industries, educational institutions, and individuals who have needs, with NASA people and laboratories who may have the solutions. MSFC's national goal is to enhance America's competitiveness in the world marketplace and ensure that the technological breakthroughs by American laboratories benefit taxpayers and the many industries making up our Nation's industrial base. Activities may range from simple exchanges of technical data to Space Act Agreements which lead to NASA and industry working closely together to solve a problem. The goal is to ensure that America gains and maintains its proper place of leadership among the world's technologically developed nations. Some of the many technologies transferred from NASA to commercial customers include those associated with: Welding and fabrication; Medical and pharmaceutical uses; Fuels and coatings; Structural composites and Robotics. These activities are aimed to achieve the same goal: slowing, halting, and gradually reversing the erosion of American technological leadership. Legislation such as the National Technology Initiative starts at the top and works down through the national corporate structure, while MSFC's activities start at the grassroots level and work up through the small and medium-sized business which form the bulk of our industrial community.
Analytical and experimental studies are being conducted for NASA to evaluate means of increasing the heat extraction capability and service life of a liquid rocket combustor. This effort is being conducted in conjunction with other tasks to develop technologies for an advanced, expander cycle, oxygen/hydrogen engine planned for upper stage propulsion applications. Increased heat extraction, needed to raise available turbine drive energy for higher chamber pressure, is derived from combustion chamber hot gas wall ribs that increase the heat transfer surface area. Life improvement is obtained through channel designs that enhance cooling and maintain the wall temperature at an accepatable level. Laboratory test programs were conducted to evaluate the heat transfer characteristics of hot gas rib and coolant channel geometries selected through an analytical screening process. Detailed velocity profile maps, previously unavailable for rib and channel geometries, were obtained for the candidate designs using a cold flow laser velocimeter facility. Boundary layer behavior and heat transfer characteristics were determined from the velocity maps. Rib results were substantiated by hot air calorimeter testing. The flow data were analytically scaled to hot fire conditions and the results used to select two rib and three enhanced coolant channel configurations for further evaluation.
Development of new technologies is the primary purpose of the Office of Aeronautics and Space Technology (OAST). OAST's mission includes the following two goals: (1) to conduct research to provide fundamental understanding, develop advanced technology and promote technology transfer to assure U.S. preeminence in aeronautics and to enhance and/or enable future civil space missions: and (2) to provide unique facilities and technical expertise to support national aerospace needs. OAST includes both NASA Headquarters operations as well as programmatic and institutional management of the Ames Research Center, the Langley Research Center and the Lewis Research Center. In addition. a considerable portion of OAST's Space R&T Program is conducted through the flight and science program field centers of NASA. Within OAST, the Space Technology Directorate is responsible for the planning and implementation of the NASA Space Research and Technology Program. The Space Technology Directorate's mission is 'to assure that OAST shall provide technology for future civil space missions and provide a base of research and technology capabilities to serve all national space goals.' Accomplishing this mission entails the following objectives: y Identify, develop, validate and transfer technology to: (1) increase mission safety and reliability; (2) reduce flight program development and operations costs; (3) enhance mission performance; and (4) enable new missions. Provide the capability to: (1) advance technology in critical disciplines; and (2) respond to unanticipated mission needs. In-space experiments are an integral part of OAST's program and provides for experimental studies, development and support for in-space flight research and validation of advanced space technologies. Conducting technology experiments in space is a valuable and cost effective way to introduce advanced technologies into flight programs. These flight experiments support both the R&T base and the focussed programs within OAST.
A bipolar, donor-recipient model of medical technology transfer is introduced to provide a basis for the team's methodology. That methodology is designed (1) to identify medical problems and NASA technology that in combination constitute opportunities for successful medical products, (2) to obtain the early participation of industry in the transfer proces, and (3) to obtain acceptance by the medical community of new medical products based on NASA technology. Two commercial technology transfers and five institutional technology transfers were completed in 1977. A new, commercially available teaching manikin system uses NASA-developed concepts and techniques for effective visual presentation of information and data. Drugs shipped by the National Cancer Institute to locations throughout the world are maintained at low temperatures in shipping containers that incorporate recommendations made by NASA.
The Kennedy Space Center Level III SBIR/STTR management staff is under the Technology Transfer Office within the Spaceport Engineering and Technology Directorate. The SBIR and STTR programs provide an opportunity for small high technology companies and research institutions to participate in Government-sponsored research and development (R&D) programs in key technology areas. The SBIR program was established by Congress in 1982 to provide increased opportunities for small businesses to participate in R&D programs, increase employment, and improve U.S. competitiveness. The program's specific objectives are to stimulate U.S. technological innovation, use small businesses to meet Federal research and development needs, increase private sector commercialization of innovations, and foster and encourage participation by socially disadvantaged businesses. Legislation enacted in December 2000 reauthorized the program and strengthened emphasis on pursuing commercial applications of SBIR projects. An SBIR Phase I contract is the opportunity to establish the feasibility and technical merit of a proposed innovation. Selected competitively, the Phase I contract lasts for 6 months and is funded up to $70,000. SBIR Phase II contracts continue the most promising Phase I projects based on scientific! technical merit, expected value to NASA, company capability, and commercial potential. Phase II contracts are usually for a period of 24 months and may not exceed $600,000. NASA usually selects approximately 40 percent of Phase I projects to continue to the Phase II level. Phase III is the process of furthering the development of a product to make it commercially available. The STTR program awards contracts to small business concerns for cooperative R&D with a nonprofit research institution. Research institutions include nonprofit research organizations, Federal laboratories, or universities. The goal of the program established by Congress is to facilitate the transfer of technology developed by a research institution through the entrepreneurship of a small business. The STIR program is smaller in funding than the SBIR program. While the proposal is submitted by the small business concern, at least 30 percent of the funding and work must originate with the research institution. STTR Phase I projects receive up to $100K for a one-year effort, and a Phase II contract receives up to $600K for two years.
MITRE Corporation's, A Review of Space Station Freedom Program Capabilities for the Development and Application of Advanced Automation, cites as a critical issue the following situation, extant at the NASA facilities visited in the course of preparing the review: The major issues noted with regard to design and research facilities deal with cooperative problem solving, technology transfer, and communication between these facilities. While the authors were visiting lab and test beds to collect information, personnel at many of these facilities were interested in any information they could collect on activities at other facilities. A formal means of gathering this information could not be identified by these personnel. While communication between some facilities was taking place or was planned, for technology transfer or coordination of schedules (e.g., for SADP demonstrations), poor communication between these facilities could lead to a lack of technical standards, duplication of effort, poorly defined interfaces, scheduling problems, and increased cost. Formal mechanisms by which effective communication and cooperative problem solving can take place, and information can be disseminated, must be defined. A solution is proposed for the communications aspects of the issues addressed above; and offered at the same time a solution which can prove effective in dealing with some of the problems being encountered with expertise being lost via retirement or defection to the private sector. The proffered recommendations are recognizably cost-effective and tap the rising sector of expert knowledge being produced by the American academic community.