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At least 91 records · Page 5

Training for Decommissioning and Waste Management - Competence in the Field of Nuclear Engineering - 20137

Due to the phase-out of nuclear power and the reorganization of the participating organizations in Germany, the demand for qualified personnel has increased. But the number of nuclear study programs has rapidly decreased in Germany, although qualified employees are needed for the upcoming tasks in nuclear decommissioning. The solution for those challenging tasks can only be achieved through a strategic approach, involving all stakeholders. AiNT supports this process by offering a tailor-made Education and Training (E and T) program in cooperation with a wide range of partners and initiating the project BEAST (Building competence - Expert knowledge - Applied techniques - Safe decommissioning - Train fellows) as part of the OECD NEA framework Nuclear Education, Skills and Technology (NEST) program. This paper describes the current situation in Germany, provides insight into the education and training program of AiNT, and presents the project BEAST. We are currently looking for international partner institutions that would like to cooperate with us within the framework of the BEAST project and expand the range of topics. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

Second Generation RLV Space Vehicle Concept

NASA has a long history of conducting development programs and projects in a consistent fashion. Systems Engineering within those programs and projects has also followed a given method outlined by such documents as the NASA Systems Engineering Handbook. The relatively new NASA Space Launch Initiative (SLI) is taking a new approach to developing a space vehicle, with innovative management methods as well as new Systems Engineering processes. With the program less than a year into its life cycle, the efficacy of these new processes has yet to be proven or disproven. At $776M for phase 1, SLI represents a major portion of the NASA focus; however, the new processes being incorporated are not reflected in the training provided by NASA to its engineers. The NASA Academy of Program and Project Leadership (APPL) offers core classes in program and project management and systems engineering to NASA employees with the purpose of creating a "knowledge community where ideas, skills, and experiences are exchanged to increase each other's capacity for strong leadership". The SLI program is, in one sense, a combination of a conceptual design program and a technology program. The program as a whole doesn't map into the generic systems engineering project cycle as currently, and for some time, taught. For example, the NASA APPL Systems Engineering training course teaches that the "first step in developing an architecture is to define the external boundaries of the system", which will require definition of the interfaces with other systems and the next step will be to "define all the components that make up the next lower level of the system hierarchy" where fundamental requirements are allocated to each component. Whereas, the SLI technology risk reduction approach develops architecture subsystem technologies prior to developing architectures. The higher level architecture requirements are not allowed to fully develop and undergo decomposition and allocation down to the subsystems before the subsystems must develop allocated requirements based on the highest level of requirements. In the vernacular of the project cycles prior to the mid 1990's, the architecture definition portion of the program appears to be at a generic Phase A stage, while the subsystems are operating at Phase B. Even the management structure of the SLI program is innovative in its approach to Systems Engineering and is not reflected in the APPL training modules. The SLI program has established a Systems Engineering office as an office separate from the architecture development or the subsystem technology development, while that office does have representatives within these other offices. The distributed resources of the Systems Engineering Office are co-located with the respective Project Offices. This template is intended to provide systems engineering as an integrated function at the Program Level. the program management of SLI and the MAT agree that "program/project managers and the systems engineering team must work closely together towards the single objective of delivering quality products that meet the customer needs". This paper will explore the differences between the methods being taught by NASA, which represent decades of ideas, and those currently in practice in SLI. Time will tell if the innovation employed by SLI will prove to be the model of the future. For now, it is suggested that the training of the present exercise the flexibility of recognizing the new processes employed by a major new NASA program.

Bailey, Michelle↗

Unpinning the Lynchpin: Development of a system to introduce redundancy at Department of Energy laboratories

The United States Department of Energy (DOE) laboratory system employs over 78,000 people and had a budget of $8.1 billion for Fiscal Year 2023 (FY23). This diverse workforce includes employees at all levels from operational support staff to senior level management. Together, the labs take on incredibly complex and unique technical challenges in an attempt to address fundamental National and global needs. These technical challenges often require specialized training such that only a single person is truly capable of completing specific tasks. With the modern competitive environment, and an aging workforce, the risk of technical capability loss is highly probable with potentially severe impact. An online survey of Lawrence Livermore National Laboratories (LLNL) employees, a typical DOE lab, found that of responders with greater than 10 years of experience, 100% of respondents felt burnt out, 40% felt they were not paid fairly, and 50% believe that not enough is done by leadership to retain them as an employee. Couple that to an aging workforce, and the risk of losing institutional knowledge due to single point of failure, or lynchpin, is significant. There is a need for a system which reduces the risk of operational and technical losses due to lynchpin employees leaving the organization. A mitigation of this risk would lead to the successful transfer of knowledge from one generation to the next, improving the rate of development and minimizing general risk of mistakes.

99 GENERAL AND MISCELLANEOUS↗

The attributes of a well-trained remote sensing technologist

Central concepts important to the training of the remote sensing technologist are presented. What employers appear to be looking for at this time in a prospective employee is discussed along with some ways in which faculty can get students interested in remote sensing. The attributes of a prime candidate and his goals are described. The current status of remote sensing education in colleges and universities is presented.

Estes, J. E.↗

Implementing quality/productivity improvement initiatives in an engineering environment

Quality/Productivity Improvement (QPI) initiatives in the engineering environment at McDonnell Douglas-Houston include several different, distinct activities, each having its own application, yet all targeted toward one common goal - making continuous improvement a way of life. The chief executive and the next two levels of management demonstrate their commitment to QPI with hands-on involvement in several activities. Each is a member of a QPI Council which consists of six panels - Participative Management, Communications, Training, Performance/Productivity, Human Resources Management and Strategic Management. In addition, each manager conducts Workplace Visits and Bosstalks, to enhance communications with employees and to provide a forum for the identification of problems - both real and perceived. Quality Circles and Project Teams are well established within McConnel Douglas as useful and desirable employee involvement teams. The continued growth of voluntary membership in the circles program is strong evidence of the employee interest and management support that have developed within the organization.

Ruda, R. R.↗

Problematics of different technical maintenance for computers

Two modes of operations are used in the technical maintenance of computers: servicing provided by the equipment supplier, and that done by specially trained computer users. The advantages and disadvantages of both modes are discussed. Maintenance downtime is tabulated for two computers serviced by user employees over an eight year period.

Dostalek, Z.↗

Nonconformance Control & Reporting Owning Managers (NCR OMS): Training Course #58013

This course applies to persons performing work under P330-6, Nonconformance Control and Reporting (NCR), who will be assigned the NCR Owning Manager role. Upon completion of the course, employees will have a clear understanding of the unique role and responsibilities of an NCR Manager during the Initiation, Investigation, Disposition and Closure Processes.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

Organizational Conflicts of Interest Disclosure Update Statement (FY2019)

The National Technology & Engineering Solutions of Sandia, LLC (NTESS) Prime Contract department manages an organizational conflicts of interest (OCI) program that is designed to provide NTESS employees an accessible means to assist in identifying potential OCI risk and providing development support services to avoid, neutralize, or mitigate the risk. The OCI program is responsible for maintaining a regulatory infrastructure, such as corporate OCI policy and training content, to comply with NTESS's obligations set forth in prime contract clauses H-4: ORGANIZATIONAL CONFLICT OF INTEREST (OCI) — SPECIAL PROVISION and Section I Department of Energy Acquisition Regulation 952.209-72, Organizational Conflicts of Interest, Alternate I, paragraph (c)(1), Disclosure After Award. Risk identification is a key OCI program priority. Providing employees with a straight-forward, accessible and navigable mechanism to identify potential OCI risk will assist the OCI program in meeting this priority.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

LANL Charging Practices Course Number 18930

Because numerous federal agencies and outside organizations provide funding for hundreds of projects and programs, Los Alamos National Laboratory's system for charging for time and effort, and the purchase of materials, supplies, and services, is complex. As a LANL employee, you are responsible, both legally and ethically, for knowing and consistently following charging practice rules, complying with Laboratory financial policies, and understanding the consequences of improper charging. This course is designed to increase your understanding of an employee's responsibilities regarding charging practices at the Laboratory and help you charge time and labor and non-labor costs accurately. The training is required of all Laboratory workers except craft labor, who have separate training that is specific to how their effort is charged and collected. This training should take less than 20 minutes to complete.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

A Mid-Century Net-Zero Scenario for the State of Wyoming and its Economic Impacts

Clean hydrogen has the potential to help achieve 10% economy-wide emissions reductions by 2050 relative to 2005, promote energy security and resilience, and develop a new economy in the United States. In 2030, the hydrogen economy could create about 100,000 new jobs to build new capital projects and clean hydrogen infrastructure. The Wyoming Energy Authority recently announced the state’s energy strategy, which establishes a goal of net-zero emissions by 2050. Under all likely scenarios, achieving a mid-century net-zero target will pose challenges and create opportunities for Wyoming’s energy sector. If executed properly, the transition could favorably affect the state’s economy overall in the long term. This research program examines the economic impact of fossil energy production in Wyoming and provides various predictions for future energy mixes to achieve net-zero emissions. Preliminary work suggests that Wyoming-based hydrogen production could have significant economic benefits and job creation implications for Wyoming. This study further assesses Wyoming’s opportunities to create hydrogen-based industries, assess economic impacts, identify knowledge gaps and research needs, and create a Hydrogen Center of Excellence to accelerate commercialization and deployment. This project helped to understand Wyoming's areas of focus for research and development and identified its areas of strength and potential challenges in creating a hydrogen ecosystem. As a result of this study, we estimate that for blue hydrogen produced from coal and gas resources, the overall cost reduction will be driven mainly by the carbon-sequestration tax credit and the improvement in carbon capture. Mature technologies, like SMR and PSA, will make limited contributions. They have no or limited reductions from an additional capacity deployment in future costs. We also understand the importance of continued support from public and private sectors for Carbon Capture and Storage (CCS)-related research, development, and demonstration programs at federal and state levels. The successful and efficient production of blue hydrogen requires a unique blend of energy resources, geology, regulation, law, and infrastructure. Wyoming has the distinction of meeting all these demands. The team also estimates that the availability and command of water resources accessible for hydrogen production are crucial for developing new projects. Water treatment, use, and disposal after treatment will also make projects possible. Primarily, this is relevant for hydrogen made using renewable energy. Wyoming has one of the best wind resource capacity in the nation. Harnessing this resource is challenging due to limited transmission line availability. Hydrogen could become one of the solutions to the stranded resource problem, primarily if the water availability challenge is addressed. Using produced oil & gas water could help to solve the problem. A commonly cited barrier to the expansion of hydrogen markets is the cost associated with constructing new pipelines, which typically require large amounts of capital to develop. Wyoming already possesses much of the export infrastructure needed to connect Wyoming’s hydrogen production with major markets across the West Coast, Pacific Northwest, Midwest, and Front Range regions of the United States, where a large portion of Wyoming’s natural gas is already transported. In addition to transportation by pipeline, rail transportation of hydrogen has also proven feasible. Wyoming uses its extensive railway system to transport large amounts of coal to its export partners across the United States. By using cryogenic or compressed-gas cars, Wyoming has the potential to add hydrogen to its existing network of railroad energy exports. The same technology may also be applied to hydrogen transport via trucks traveling interstate highways. Wyoming’s workforce is ready to meet the demands of clean hydrogen development. Many of the skills and training needed for hydrogen production are the same skills already possessed by Wyoming’s oil & gas and coal workforce. Many government and industry leaders expect clean hydrogen and other low-carbon energy projects to generate significant job growth and to recruit many already-trained oil & gas and coal workers whose jobs may be displaced. As energy companies seek to penetrate the markets for Wyoming hydrogen production, there is a natural mutual benefit to Wyoming’s workers and companies seeking to launch projects with the assistance of a trained workforce. Wyoming’s university and community college system have adopted several programs to ensure that highly qualified engineers and other technically skilled employees continue to graduate with skills to support the development of hydrogen and other innovative energy projects moving forward. Throughout the project, stakeholder outreach and education took many forms, including meetings with several major companies in the industry, collaborating with local government organizations, educational organizations, and national laboratories, tribal outreach and engagement, the sponsoring of several hydrogen-focused projects in many departments throughout the University of Wyoming, and developing a collaboration with international universities. The products of these collaborations consist of working relationships with several companies in the industry, educational institutions, national labs, and local government, as well as strong connections with individuals who will play an essential role in the success of the Hydrogen Energy Research Center.

08 HYDROGEN↗

Nonconformance Report Coordinators (NCRCs) Training Course #57109 [Slides]

This course applies to persons performing work under P-330-6, Nonconformance Control and Reporting(NCR), who will be assigned the NCR Coordinator role. Upon completion of the course, employees will have a clear understanding of the unique role and responsibilities of an NCR Coordinator during the Initiation, Investigation and Closure Processes.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

Workforce planning: a review of methodologies

Workforce planning deals with determining the number of employees and associated skills necessary to meet the future operational needs of an organization. A workforce system consists of six elements: recruitment, attrition, promotion, training, retention, and scheduling. Historically, several workforce modeling and analysis methodologies have been developed to capture these elements. This paper reviews the results of workforce and manpower models published within peer-reviewed literature between 1959 and 2021 to provide an in-depth analysis of current models. The focus of this review is on analytical, simulation, and empirical models found in literature that were collected based on a citation requirement and keyword search criteria. Results demonstrate the trends in workforce modeling research and discuss the common uses of each model type and the advantages/disadvantages related to each model. Based on the common attributes of workforce systems, the discussion focuses on the most frequently used model type for each element and the best use for each model. Lastly, recommendations are made for the development of workforce models that allow the most comprehensive view of the workforce systems of the future.

42 ENGINEERING↗

ERISTAR: Earth Resources Information Storage, Transformation, Analysis, and Retrieval administrative report

The 1972 Systems Engineering program at Marshall Space Flight Center where 15 participants representing 15 U.S. universities, 1 NASA/MSFC employee, and another specially assigned faculty member, participated in an 11-week program is discussed. The Fellows became acquainted with the philosophy of systems engineering, and as a training exercise, used this approach to produce a conceptional design for an Earth Resources Information Storage, Transformation, Analysis, and Retrieval System. The program was conducted in three phases; approximately 3 weeks were devoted to seminars, tours, and other presentations to subject the participants to technical and other aspects of the information management problem. The second phase, 5 weeks in length, consisted of evaluating alternative solutions to problems, effecting initial trade-offs and performing preliminary design studies and analyses. The last 3 weeks were occupied with final trade-off sessions, final design analyses and preparation of a final report and oral presentation.

Vachon, R. I.↗

Training Circuit Boards

Young Electronics Company's new product is a testboard developed by the Jet Propulsion Laboratory as a tool for training and qualifying personnel in board assembly and in the art of soldering components without damaging boards or components. The boards are used for pre- employment testing and employee requalification.

Source record↗

Implementation of Human System Integration Workshop at NASA for Human Spaceflight

The human is a key element in the complex system of systems underlying space exploration missions. As a critical system, its operating bands and requirements need to be characterized and integrated with other systems. Optimal integration of the human system with hardware and software elements has an impact on multiple aspects of mission execution, including human health and performance, risk mitigation, effective design and functionality, enhanced safety, and reduced lifecycle costs. The field of Human Systems Integration (HSI) represents an interdisciplinary and comprehensive cross-cutting approach encompassing technical and management processes for integrating human as a system consideration and objective within and across all other system components and multiple domains. In addition to human activities, HSI covers training, operations and support dimensions. Moreover, HSI is an essential enabler to systems engineering practice, emphasizing human system aspects toward optimizing fully integrated system of systems performance while systematically infusing the needs of all users during the earliest stages of development. Consistent with the National Space Exploration Campaign, NASA is developing the Gateway, a lunar orbiting platform that will serve as astronaut habitat, support transit to deep space, validate new technologies and systems, and function as a science laboratory and communications hub, among other uses. It is an essential element of a phase that will extend human exploration into deep space through evolvable infrastructure and advanced technology, supporting assembly and logistics of other exploration architecture elements. In an effort to explore the current status and forward plan of HSI implementation in the mission (system of systems) lifecycle, the HSI Employee Resource Group conducted an HSI workshop using the Gateway Program as a case study. It revealed how different organizations at the Johnson Space Center incorporate HSI in their processes in preparation for the development and operation of the Gateway. The workshop focused on HSI methodology for implementation of the six NASA HSI domains: Human Factors Engineering, Operations Resources, Habitability and Environment, Maintainability and Supportability, Safety, and Training. Results from the workshop are reported on this paper, as well as some historical background of HSI at NASA, and the success in using an Employee Resource Group to promote technical knowledge. The authors hope that this information can be used to disseminate best practices for translational applications to other space exploration systems.

Silva-Martinez, Jackelynne↗

Implementation of Human System Integration Workshop at NASA for Human Spaceflight

The human is a key element in the complex system of systems underlying space exploration missions. As a critical system, its operating bands and requirements need to be characterized and integrated with other systems. Optimal integration of the human system with hardware and software elements has an impact on multiple aspects of mission execution, including human health and performance, risk mitigation, effective design and functionality, enhanced safety, and reduced lifecycle costs. The field of Human Systems Integration (HSI) represents an interdisciplinary and comprehensive cross-cutting approach encompassing technical and management processes for integrating human as a system consideration and objective within and across all other system components and multiple domains. In addition to human activities, HSI covers training, operations and support dimensions. Moreover, HSI is an essential enabler to systems engineering practice, emphasizing human system aspects toward optimizing fully integrated system of systems performance while systematically infusing the needs of all users during the earliest stages of development. Consistent with the National Space Exploration Campaign, NASA is developing the Gateway, a lunar orbiting platform that will serve as astronaut habitat, support transit to deep space, validate new technologies and systems, and function as a science laboratory and communications hub, among other uses. It is an essential element of a phase that will extend human exploration into deep space through evolvable infrastructure and advanced technology, supporting assembly and logistics of other exploration architecture elements. In an effort to explore the current status and forward plan of HSI implementation in the mission (system of systems) lifecycle, the HSI Employee Resource Group conducted an HSI workshop using the Gateway Program as a case study. It revealed how different organizations at the Johnson Space Center incorporate HSI in their processes in preparation for the development and operation of the Gateway. The workshop focused on HSI methodology for implementation of the six NASA HSI domains: Human Factors Engineering, Operations Resources, Habitability and Environment, Maintainability and Supportability, Safety, and Training. Results from the workshop are reported on this paper, as well as some historical background of HSI at NASA, and the success in using an Employee Resource Group to promote technical knowledge. The authors hope that this information can be used to disseminate best practices for translational applications to other space exploration systems.

Silva-Martinez, Jackelynne↗

Ellington Field: A Short History, 1917-1963

My 1998 NASA/ASEE Summer Faculty Fellowship comprised two separate assignments: one to study the history of Ellington Field, the other to evaluate the Johnson Space Center Oral History Project (JSCOHP). This final report gives a summary of my article-length history of Ellington Field, from it inception as a U.S. Army training base to its present commercial/private status. This final report also presents my assessment of the methodology, administration, and continuing value of the JSCOHP, which is a series of recorded interviews with former and long-time JSC employees begun in 1997 to capture the experience of key participants in the human space program.

Carlson, Erik D.↗

The Lifetime Surveillance of Astronaut Health (LSAH) Project

From 1989-2010 NASA conducted a research study, the Longitudinal Study of Astronaut Health, to investigate the incidence of acute and chronic morbidity and mortality in astronauts and to determine whether their occupational exposures were associated with increased risk of death or disability. In 2004, the Institute of Medicine recommended that NASA convert the longitudinal study into an occupational health surveillance program and in 2010, NASA initiated the Lifetime Surveillance of Astronaut Health project. The new program collects data on astronaut workplace exposures, especially those occurring in the training and space flight environments, and conducts operational and health care analyses to look for trends in exposure and health outcomes. Astronaut selection and retention medical standards are rigorous, requiring an extensive clinical testing regimen. As a result, this employee population has contributed to a large set of health data available for analyses. Astronauts represent a special population with occupational exposures not typically experienced by other employee populations. Additionally, astronauts are different from the general population in terms of demographic and physiologic characteristics. The challenges and benefits of conducting health surveillance for an employee population with unique occupational exposures will be discussed. Several occupational surveillance projects currently underway to examine associations between astronaut workplace exposures and medical outcomes will be described.

Bopp, Eugenia↗