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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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NASA NTRS1992

Shared visions: Partnership of Rockwell International and NASA Cost Effectiveness Enhancements (CEE) for the space shuttle system integration program

As a result of limited resources and tight fiscal constraints over the past several years, the defense and aerospace industries have experienced a downturn in business activity. The impact of fewer contracts being awarded has placed a greater emphasis for effectiveness and efficiency on industry contractors. It is clear that a reallocation of resources is required for America to continue to lead the world in space and technology. The key to technological and economic survival is the transforming of existing programs, such as the Space Shuttle Program, into more cost efficient programs so as to divert the savings to other NASA programs. The partnership between Rockwell International and NASA and their joint improvement efforts that resulted in significant streamlining and cost reduction measures to Rockwell International Space System Division's work on the Space Shuttle System Integration Contract is described. This work was a result of an established Cost Effectiveness Enhancement (CEE) Team formed initially in Fiscal Year 1991, and more recently expanded to a larger scale CEE Initiative in 1992. By working closely with the customer in agreeing to contract content, obtaining management endorsement and commitment, and involving the employees in total quality management (TQM) and continuous improvement 'teams,' the initial annual cost reduction target was exceeded significantly. The CEE Initiative helped reduce the cost of the Shuttle Systems Integration contract while establishing a stronger program based upon customer needs, teamwork, quality enhancements, and cost effectiveness. This was accomplished by systematically analyzing, challenging, and changing the established processes, practices, and systems. This examination, in nature, was work intensive due to the depth and breadth of the activity. The CEE Initiative has provided opportunities to make a difference in the way Rockwell and NASA work together - to update the methods and processes of the organizations. The future success of NASA space programs and Rockwell hinges upon the ability to adopt new, more efficient and effective work processes. Efficiency, proficiency, cost effectiveness, and teamwork are a necessity for economic survival. Continuous improvement initiatives like the CEE are, and will continue to be, vehicles by which the road can be traveled with a vision to the future.

Bejmuk, Bohdan I.↗
NASA NTRS2008

Automated and Adaptive Mission Planning for Orbital Express

The Orbital Express space mission was a Defense Advanced Research Projects Agency (DARPA) lead demonstration of on-orbit satellite servicing scenarios, autonomous rendezvous, fluid transfers of hydrazine propellant, and robotic arm transfers of Orbital Replacement Unit (ORU) components. Boeing's Autonomous Space Transport Robotic Operations (ASTRO) vehicle provided the servicing to the Ball Aerospace's Next Generation Serviceable Satellite (NextSat) client. For communication opportunities, operations used the high-bandwidth ground-based Air Force Satellite Control Network (AFSCN) along with the relatively low-bandwidth GEO-Synchronous space-borne Tracking and Data Relay Satellite System (TDRSS) network. Mission operations were conducted out of the RDT&E Support Complex (RSC) at the Kirtland Air Force Base in New Mexico. All mission objectives were met successfully: The first of several autonomous rendezvous was demonstrated on May 5, 2007; autonomous free-flyer capture was demonstrated on June 22, 2007; the fluid and ORU transfers throughout the mission were successful. Planning operations for the mission were conducted by a team of personnel including Flight Directors, who were responsible for verifying the steps and contacts within the procedures, the Rendezvous Planners who would compute the locations and visibilities of the spacecraft, the Scenario Resource Planners (SRPs), who were concerned with assignment of communications windows, monitoring of resources, and sending commands to the ASTRO spacecraft, and the Mission planners who would interface with the real-time operations environment, process planning products and coordinate activities with the SRP. The SRP position was staffed by JPL personnel who used the Automated Scheduling and Planning ENvironment (ASPEN) to model and enforce mission and satellite constraints. The lifecycle of a plan began three weeks outside its execution on-board. During the planning timeframe, many aspects could change the plan, causing the need for re-planning. These variable factors, ranging from shifting contact times to ground-station closures and required maintenance times, are discussed along with the flexibility of the ASPEN tool to accommodate changes to procedures and the daily or long-range plan, which contributed to the success of the mission. This paper will present an introduction to ASPEN, a more in-depth discussion on its use on the Orbital Express mission, and other relative work. A description of ground operations after the SRP deliveries were made is included, and we briefly discuss lessons learned from the planning perspective and future work.

scheduling↗
NASA NTRS2005

Jet Propulsion Laboratory: Annual Report 2004

Once or twice in an age, a year comes along that the historians proclaim as an Annus Mirabilis - a year of wonders. For the Jet Propulsion Laboratory, 2004 was just that sort of time. From beginning to end, it was a nonstop experience of wondrous events in space. Imagine that two robot rovers embark on cross-country rambles across Mars, scrutinizing rocks for signs of past water on the now-arid world. A flagship spacecraft brakes into orbit at Saturn to begin longterm surveillance of the ringed world, preparing to drop a sophisticated probe to the surface of its haze-shrouded largest moon. Another craft makes the closest-ever pass by the nucleus of a comet, collecting sample particles as it goes. Two new space telescopes peer into the depths of the universe far beyond our solar system, viewing stars, nebulas and galaxies in invisible light beyond the spectrum our eyes can see. A pair of instruments is lofted on a NASA Earth-orbiting satellite to monitor air quality and the protective layer of ozone blanketing our home planet. A small probe brings samples of the solar wind to Earth for in-depth study. While JPL was absorbed with all of these ventures on other worlds, NASA and the White House unveiled an ambitious new plan of space exploration. The Vision for Space Exploration announced in January foresees a program of robotic and astronaut missions leading to a human return to the Moon by 2020, and eventual crewed expeditions to Mars. The vision also calls for more robotic missions to the moons of the outer planets; spaceborne observatories that will search for Earth-like planets around other stars and explore the formation and evolution of the universe; and continued study of our home planet. In order to accomplish all of this, NASA must perfect many as-yet-uninvented technologies and space transportation capabilities. JPL has a great deal to bring to this vision. Robotic exploration of Mars will lead the way for missions that will carry women and men to the red planet. Our engineers and scientists are formulating spacecraft that could use nuclear power to enable exploration missions of the future. And even now we are designing formations of space telescopes that will capture family portraits of the planets around neighboring stars. Those are only some of the ways that the Laboratory is contributing to NASA's broader goals. During 2004, JPL made a distinctive contribution to agencywide initiatives in areas such as safety, NASA transformation, the agency's Internet portal and NASA's Explorer Schools programs. Years like 2004 pose a special challenge for us. It would be easy to say that this was a once-in-a-decade high point of mission activities, but I believe that this would miss an opportunity. We are fortunate to have many space projects in the works that have the promise of being just as exhilarating as the great mission successes that we celebrated this year. The challenge and opportunity for us now is to make every year like this one.

National Aeronautics and Space Administration (NAS↗