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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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A space tug function description data sheet is prepared for each block of the space tug functional flow diagram. A summary of the basic information regarding the activities performed in its respective functional block is provided. The sheets are catalogued by functional flow block numbers with reference blocks at the end. The specific items of information contained in each data sheet are defined.
A perspective on safety program management was developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated-area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.
A perspective on safety program management has been developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.
The Kennedy Space Center Shuttle launch site operations concept involves launch site facilities, operations, and crews being organized for maximum flexibility and minimum impact in support of future programs. The goal is to reduce program costs by having optimum utilization of facilities resulting in a greater return on the investment for these facilities. The present paper develops the notion that the cost and lead times associated with a program such as Space Industrialization can be significantly influenced by early planning for the transition of launch site operations concepts developed for the Space Transportation System.
The Preliminary Issues Database (PIDB) was assembled very early in the study as one of the fundamental tools to be used throughout the study. Data was acquired from a variety of sources and compiled in such a way that the data could be easily sorted in accordance with a number of different analytical objectives. The system was computerized to significantly expedite sorting and make it more usable. The information contained in the PIDB is summarized and the reader is provided with the capability to manually find items of interest.
Charts used in the Final Phase 1 Oral Briefing at Kennedy Space Center on April 6, 1987, and to the Space Transportation Architecture Study (SPAS) Interim Program Review (IPS-5) held at MSFC on April 8, 1987, are contained. Topics discussed include: identification of existing or new technologies to reduce cost; management approaches; recommendations for research or development of specific technology for future use; and identification of new management techniques.
The Georgia Tech portion of the Intelligent Control Center project includes several complementary activities. Two major activities entail thesis level research; the other activities are either support activities or preliminary explorations (e.g., task analyses) to support the research. The first research activity is the development of principles for the design of active interfaces to support monitoring during real-time supports. It is well known that as the operator's task becomes less active, i.e., more monitoring and less active control, there is concern that the operator will be less involved and less able to rapidly identify anomalous or failure situations. The research project to design active monitoring interfaces is an attempt to remediate this undesirable side-effect of increasingly automated control systems that still depend ultimately on operator supervision. The second research activity is the exploration of the use of case-based reasoning as a way to accumulate operator experience and make it available in computational form.
This paper presents first results of the project 'Technologien fuer die intelligente Kontrolle von Raumfahrzeugen' (TIKON). The TIKON objective was the demonstration of feasibility and profit of the application of artificial intelligence in the space business. For that purpose a prototype system has been developed and implemented for the operation support of the Roentgen Satellite (ROSAT), a scientific spacecraft designed to perform the first all-sky survey with a high-resolution X-ray telescope and to investigate the emission of specific celestial sources. The prototype integrates a scheduler and a diagnosis tool both based on artificial intelligence techniques. The user interface is menu driven and provides synoptic displays for the visualization of the system status. The prototype has been used and tested in parallel to an already existing operational system.
The SOLAR and HELIOSPHERIC OBSERVATORY (SOHO) project [SOHO Web Page] is being carried out by the European Space Agency (ESA) and the US National Aeronautics and Space Administration (NASA) as a cooperative effort between the two agencies in the framework of the Solar Terrestrial Science Program (STSP) comprising SOHO and other missions. SOHO was launched on December 2, 1995. The SOHO spacecraft was built in Europe by an industry team led by Matra, and instruments were provided by European and American scientists. There are nine European Principal Investigators (PI's) and three American ones. Large engineering teams and more than 200 co-investigators from many institutions support the PI's in the development of the instruments and in the preparation of their operations and data analysis. NASA is responsible for the launch and mission operations. Large radio dishes around the world, which form NASA's Deep Space Network (DSN), are used to track the spacecraft beyond the Earths orbit. Mission control is based at Goddard Space Flight Center in Maryland. The agent group at the NASA Goddard Space Flight Center, in collaboration with JPL, is currently involved with the design and development of an agent-based system to provide intelligent interactions with the control center personnel for SOHO. The basic approach that is being taken is to develop a sub-community of agents for each major subsystem of SOHO and to integrate these sub-communities into an overall SOHO community. Agents in all sub-communities will be capable of advanced understanding (deep reasoning) of the associated spacecraft subsystem.
Building simple and accurate models of hub airports can considerably help one understand airport dynamics, and may provide quantitative estimates of operational airport improvements. In this paper, three models are proposed to capture the dynamics of busy hub airport operations. Two simple queuing models are introduced to capture the taxi-out and taxi-in processes. An integer programming model aimed at representing airline decision-making attempts to capture the dynamics of the aircraft turnaround process. These models can be applied for predictive purposes. They may also be used to evaluate control strategies for improving overall airport efficiency.
We developed the Mars Exploration Rover/Collaborative Information Portal (MER/CIP) to facilitate MER operations. MER/CIP provides a centralized, one-stop delivery platform integrating science and engineering data from several distributed heterogeneous data sources. Key issues for MER/CIP include: 1) Scheduling and schedule reminders; 2) Tracking the status of daily predicted outputs; 3) Finding and analyzing data products; 4) Collaboration; 5) Announcements; 6) Personalization.
NASA's human exploration initiatives will invest in technologies, public/private partnerships, and infrastructure, paving the way for the expansion of human civilization into the solar system and beyond. As it is has been for the past half century, the Kennedy Space Center will be the embarkation point for humankind's journey into the cosmos. Functioning as a next generation space launch complex, Kennedy's launch pads, integration facilities, processing areas, launch and recovery ranges will bustle with the activities of the world's space transportation providers. In developing this complex, KSC teams work through the potential operational scenarios: conducting trade studies, planning and budgeting for expensive and limited resources, and simulating alternative operational schemes. Numerous tools, among them discrete event simulation (DES), were matured during the Constellation Program to conduct such analyses with the purpose of optimizing the launch complex for maximum efficiency, safety, and flexibility while minimizing life cycle costs. Discrete event simulation is a computer-based modeling technique for complex and dynamic systems where the state of the system changes at discrete points in time and whose inputs may include random variables. DES is used to assess timelines and throughput, and to support operability studies and contingency analyses. It is applicable to any space launch campaign and informs decision-makers of the effects of varying numbers of expensive resources and the impact of off nominal scenarios on measures of performance. In order to develop representative DES models, methods were adopted, exploited, or created to extend traditional uses of DES. The Delphi method was adopted and utilized for task duration estimation. DES software was exploited for probabilistic event variation. A roll-up process was used, which was developed to reuse models and model elements in other less - detailed models. The DES team continues to innovate and expand DES capabilities to address KSC's planning needs.
A comprehensive review of the literature and historical background of NASA established a need for an easy-to-implement technological improvement to displaying procedures which is cost effective and risk reducing. Previous unsuccessful attempts have led this team to explore the practicality of using a mobile handheld device. The major products, inputs, resources, constraints, planning and effort required for consideration of this type of solution were outlined. After analyzing the physical, environmental, life-cycle, functional, and socio-technical requirements, a Functional Analysis was performed to describe the top-level, second-level, and third-level functions of the system requirements. In addition, the risk/value proposition of conversion to a new technology was considered and gave a blueprint for transitioning along with the tasks necessary to implement the device into the Vehicle Assembly Building's (VAB) current infrastructure. A Work Breakdown Structure (WBS) described the elemental work items of the implementation. Once the viability of this system was confirmed, a device was selected through use of technical design comparison methods including the Pugh Matrix and House of Quality. Comparison and evaluation of the Apple iPhone, Motorola Q, Blackberry, PC Notebook, and PDA revealed that the iPhone is the most suitable device for this task. This paper outlines the device design/ architecture, as well as some of the required infrastructure.
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NASA policy requires each Program or Project to develop a plan for how they will address Lessons Learned. Projects have the flexibility to determine how best to promote and implement lessons learned. A large project might budget for a lessons learned position to coordinate elicitation, documentation and archival of the project lessons. The lessons learned process crosses all NASA Centers and includes the contactor community. o The Office of The Chief Engineer at NASA Headquarters in Washington D.C., is the overall process owner, and field locations manage the local implementation. One tool used to transfer knowledge between program and projects is the Lessons Learned Information System (LLIS). Most lessons come from NASA in partnership with support contractors. A search for lessons that might impact a new design is often performed by a contractor team member. Knowledge is not found with only one person, one project team, or one organization. Sometimes, another project team, or person, knows something that can help your project or your task. Knowledge sharing is an everyday activity at the Kennedy Space Center through storytelling, Kennedy Engineering Academy presentations and through searching the Lessons Learned Information system. o Project teams search the lessons repository to ensure the best possible results are delivered. o The ideas from the past are not always directly applicable but usually spark new ideas and innovations. Teams have a great responsibility to collect and disseminate these lessons so that they are shared with future generations of space systems designers. o Leaders should set a goal for themselves to host a set numbers of lesson learned events each year and do more to promote multiple methods of lessons learned activities. o High performing employees are expected to share their lessons, however formal knowledge sharing presentation are not the norm for many employees.
Description of the processes and tools used to evaluate and report process escapes. Includes screen shots of databases used to track and report process escapes within USA, LLC,
The Aviation Safety Reporting System (ASRS) in a partnership between the National Aeronautics and Space Administration (NASA), the Federal Aviation Administration (FAA), participating carriers, and labor organizations. It is designed to improve the National Airspace System by collecting and studying reports detailing unsafe conditions and events in the aviation industry. Employees are able to report safety issues or concerns with confidentiality and without fear of discipline