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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Organizational Culture and Safety

'..only a fool perseveres in error.' Cicero. Humans will break the most advanced technological devices and override safety and security systems if they are given the latitude. Within the workplace, the operator may be just one of several factors in causing accidents or making risky decisions. Other variables considered for their involvement in the negative and often catastrophic outcomes include the organizational context and culture. Many organizations have constructed and implemented safety programs to be assimilated into their culture to assure employee commitment and understanding of the importance of everyday safety. The purpose of this paper is to examine literature on organizational safety cultures and programs that attempt to combat vulnerability, risk taking behavior and decisions and identify the role of training in attempting to mitigate unsafe acts.

Adams, Catherine A.↗
DOE OSTI2022

ATR Complex and Plant Modifications 2020 2021

Allow myself to email Scott Ullsperger the training document to allow him to become more familiar with what was updated with the Core Internal Change out (CIC) for ATR. Scott is currently working on getting set up as a sub contractor. Scott Ullsperger is a retired BEA employee who has a thorough knowledge of the reactor. Scott has been selected to participate in the MSA for reactor start up.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2004

Security Management and Safeguards Office

The Security Management and Safeguards Office at NASA is here to keep the people working in a safe environment. They also are here to protect the buildings and documents from sabotage, espionage, and theft. During the summer of 2004, I worked with Richard Soppet in Physical Security. While I was working here I helped out with updating the map that we currently use at NASA Glenn Research Center, attended meetings for homeland security, worked with the security guards and the locksmith. The meetings that I attended for homeland security talked about how to protect ourselves before something happened, they told us to always be on the guard and look for anything suspicious, and the different ways that terrorist groups operate. When I was with the security guards I was taught how to check someone into the base, showed how to use a radar gun, observed a security guard make a traffic stop for training and was with them while they patrolled NASA Glenn Research Center to make sure things were running smooth and no one was in danger. When I was with the lock smith I was taught how to make keys and locks for the employees here at NASA. The lock smith also showed me that he had inventory cabinets of files that show how many keys were out to people and who currently has access to the rooms that they keys were made for. I also helped out the open house at NASA Glenn Research Center. I helped out by showing the Army Reserves, and Brook Park's SWAT team where all the main events were going to take place a week before the open house was going to begin. Then during the open house I helped out by making sure people had there IDS, checked through there bags, and handed out a map to them that showed where the different activities were going to take place. So the main job here at NASA Glenn Research Center for the Security Management and Safeguards Office is to make sure that nothing is stolen, sabotaged, and espionaged. Also most importantly make sure all the employees here at NASA are in a safe environment.

Bewley, Nathaniel M.↗
DOE OSTI2020

The Vault: National Security Then and Now

The employees at Los Alamos National Laboratory have always been the key to our mission success, dating all the way back to our inception in 1939 as Project Y. This was the secret Los Alamos Lab of the Manhattan Project charged with designing and producing the world’s first atomic weapons to help end World War II. Back then, prospective Lab employees received letters that directed them to an office at 109 E. Palace in Santa Fe, New Mexico. There, they were greeted by Dorothy McKibbin, secretary to Lab Director J. Robert Oppenheimer. Before anyone headed up the hill to begin work, Dorothy typed up the new employee’s personal information on what quickly became known as the McKibbin Card. Lab employees also had official badges, the black and white photos of which have become iconic over time. Today’s staff at the National Security Research Center, the Lab’s classified library, are just as vital as the Lab’s first workforce was. Our highly trained experts partner with researchers to solve global challenges.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2020

Building on the Past: The Creation of the Wartime Laboratory

Today, Los Alamos National Laboratory spans nearly 40 square miles – almost twice the size of the New York City borough of Manhattan. There are approximately 1,000 buildings on LANL property and over 12,700 employees. Maintaining an institution the size of Los Alamos is a monumental task. “Constructing several buildings simultaneously, ensuring our super computers have a consistent supply of electricity, and removing a yard of snow from a facility the size of LANL requires a small army of highly trained and dedicated professionals,” says Kelly Beierschmitt, the Lab’s Deputy Director for Operations. In early 1943, Manhattan Project pioneers faced a monumental challenge as well: There was no Laboratory at all. In only a few months, Los Alamos was transformed from a quiet, very sparsely populated outpost to the thriving intellectual center of history’s most secret project that helped end World War II.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2005

Software Architecture of the NASA Shuttle Ground Operations Simulator - SGOS

The SGOS executive and its subsystems have been an integral component of the Shuttle Launch Safety Program for almost thirty years. It is usable (via the LAN) by over 2000 NASA employees at the Kennedy Space Center and 11,000 contractors. SGOS supports over 800 models comprised of several hundred thousand lines of code and over 1,000 MCP procedures. Yet neither language has a for loop!! The simulation software described in this paper is used to train ground controllers and to certify launch countdown readiness.

Cook, Robert P.↗
NASA NTRS2005

Software Architecture of the NASA Shuttle Ground Operations Simulator--SGOS

The SGOS executive and its subsystems have been an integral component of the Shuttle Launch Safety Program for almost thirty years. it is usable (via the LAN) by over 2000 NASA employees at the Kennedy Space Center and 11,000 contractors. SGOS supports over 800 models comprised of several hundred thousand lines of code and over 1,00 MCP procedures. Yet neither language has a for loop!! The simulation software described in this paper is used to train ground controllers and to certify launch countdown readiness.

Cook Robert P.↗
NASA NTRS1999

Industrial Hygiene Issues

This breakout session is a traditional conference instrument used by the NASA industrial hygiene personnel as a method to convene personnel across the Agency with common interests. This particular session focused on two key topics, training systems and automation of industrial hygiene data. During the FY 98 NASA Occupational Health Benchmarking study, the training system under development by the U.S. Environmental Protection Agency (EPA) was deemed to represent a "best business practice." The EPA has invested extensively in the development of computer based training covering a broad range of safety, health and environmental topics. Currently, five compact disks have been developed covering the topics listed: Safety, Health and Environmental Management Training for Field Inspection Activities; EPA Basic Radiation Training Safety Course; The OSHA 600 Collateral Duty Safety and Health Course; and Key program topics in environmental compliance, health and safety. Mr. Chris Johnson presented an overview of the EPA compact disk-based training system and answered questions on its deployment and use across the EPA. This training system has also recently been broadly distributed across other Federal Agencies. The EPA training system is considered "public domain" and, as such, is available to NASA at no cost in its current form. Copies of the five CD set of training programs were distributed to each NASA Center represented in the breakout session. Mr. Brisbin requested that each NASA Center review the training materials and determine whether there is interest in using the materials as it is or requesting that EPA tailor the training modules to suit NASA's training program needs. The Safety, Health and Medical Services organization at Ames Research Center has completed automation of several key program areas. Mr. Patrick Hogan, Safety Program Manager for Ames Research Center, presented a demonstration of the automated systems, which are described by the following: (1) Safety, Health and Environmental Training. This system includes an assessment of training needs for every NASA Center organization, course descriptions, schedules and automated course scheduling, and presentation of training program metrics; (2) Safety and Health Inspection Information. This system documents the findings from each facility inspection, tracks abatement status on those findings and presents metrics on each department for senior management review; (3) Safety Performance Evaluation Profile. The survey system used by NASA to evaluate employee and supervisory perceptions of safety programs is automated in this system; and (4) Documentation Tracking System. Electronic archive and retrieval of all correspondence and technical reports generated by the Safety, Health and Medical Services Office are provided by this system.

Brisbin, Steven G.↗
NASA NTRS2004

ASK Talks with Gary Klein

Gary Klein, PH.D., is chief scientist of Klein Associates, Inc., a company he founded in 1978 to better understand how to improve decision making in individuals and teams. The company has 30 employees working on projects for both government and commercial clients. Dr. Klein is one of the founders of the field of naturalistic decision making. His work on recognitional decision making has been influential for the design of new systems and interfaces, and for the development of decision training programs. He has extended his work on decision making to describe problem detection, opinion generation, sense making, and planning.

Klein, Gary↗
NASA NTRS2004

Evaluating the Emergency Notification Systems of the NASA White Sands Test

The problem was that the NASA Fire and Emergency Services did not know if the current emergency notification systems on the NASA White Sands Test Facility were appropriate for alerting the employees of an emergency. The purpose of this Applied Research Project was to determine if the current emergency notification systems of the White Sands Test Facility are appropriate for alerting the employees of an emergency. This was a descriptive research project. The research questions were: 1) What are similar facilities using to alert the employees of an emergency?; 2) Are the current emergency notification systems suitable for the community hazards on the NASA White Sands Test Facility?; 3) What is the NASA Fire and Emergency Services currently using to measure the effectiveness of the emergency notification systems?; and 4) What are the current training methods used to train personnel to the emergency notification systems at the NASA White Sands Test Facility? The procedures involved were to research other established facilities, research published material from credible sources, survey the facility to determine the facility perception of the emergency notification systems, and evaluate the operating elements of the established emergency notification systems for the facility. The results were that the current systems are suitable for the type of hazards the facility may endure. The emergency notification systems are tested frequently to ensure effectiveness in the event of an emergency. Personnel are trained and participate in a yearly drill to make certain personnel are educated on the established systems. The recommendations based on the results were to operationally improve the existing systems by developing and implementing one system that can overall notify the facility of a hazard. Existing procedures and training should also be improved to ensure that all personnel are educated on what to do when the emergency notification systems are activated.

Chavez, Alfred Paul↗
NASA NTRS1978

The role of physical examinations and education in prospective medicine

NASA's prospective medicine program, with the principal elements of physical examinations and an educational program for health awareness is described. Participation in the voluntary physical examination program is increasing. In 1976 13,621 employees were given partial or complete examination in NASA Health Units. From the 941 examinations performed at NASA Headquarters in 1976, 522 principal findings were detected. Equipment and techniques in exercise EKG, tonometry, and colonoscopy were partially responsible for this high rate. The health awareness program includes consultations with physicians, training devices and courses, health bulletins, and special screening programs. Epidemiological studies, now underway, will be used to evaluate the health awareness programs.

Jones, W. L.↗
DOE OSTI2021

Regulators’ Energy Transition Primer: Economic Impacts of the Energy Transition on Energy Communities, Environmental Justice Considerations, and Implications on Clean Energy Jobs

Applications of new technology, such as horizontal drilling and hydraulic fracturing, enabled the United States to significantly increase its production of oil and natural gas during the last decade—the “Shale Gas Revolution.” As natural gas began to dominate the market with abundant supply and low prices, coal production and consumption have declined. Concurrently, the competitiveness of renewable energy and energy storage has climbed sharply, and analysts expect to see continued reductions in fossil fuel use in the coming decades. Many of these changes have been driven by market forces (i.e., low-cost natural gas and renewables), but current and future policy decisions aimed at tackling climate change concerns and reducing greenhouse gas emissions will also shape the future of the energy sector. This transition to low-carbon fuels has created both opportunities for clean energy technologies and challenges for communities traditionally dependent on fossil fuel-related industries. The power sector’s ongoing shift away from coal has left many coal miners and coal-fired power plant employees unemployed and often unprepared for jobs in other industries, including growing clean energy fields. This primer focuses on the declining coal industry, impacts on communities and workers, opportunities to transition workers who have lost their jobs to clean energy and other related sectors (including hydrogen-oriented jobs), recruitment and training strategies, and available programs and actions to make the shift to a low-carbon economy in a fair, just, and equitable manner by engaging the resources of federal and state governments, as well as the private sector.

01 COAL, LIGNITE, AND PEAT↗
NASA NTRS2003

Aerospace Workforce Development: The Nebraska Proposal; and Native View Connections: A Multi-Consortium Workforce Development Proposal

The NASA Nebraska Space Grant Consortium (NSGC) continues to recognize the necessity of increasing the quantity and quality of highly skilled graduates and faculty involved with NASA. Through NASA Workforce Development funds awarded in 2002, NSGC spearheaded customer- focused workforce training and higher education, industry and community partnerships that are significantly impacting the state s workforce in the science, technology, engineering, and mathematics (STEM) competencies. NSGC proposes to build upon these accomplishments to meet the steadily increasing demand for STEM skills and to safeguard minority representation in these disciplines. A wide range of workforce development activities target NASA s need to establish stronger connections among higher education, industry, and community organizations. Participation in the National Student Satellite Program (NSSP), Community Internship Program, and Nebraska Science and Technology Recruitment Fair will extend the pipeline of employees benefiting NASA as well as Nebraska. The diversity component of this proposal catapults from the exceptional reputation NSGC has built by delivering geospatial science experiences to Nebraska s Native Americans. For 6 years, NSGC has fostered and sustained partnerships with the 2 tribal colleges and 4 reservation school districts in Nebraska to foster aeronautics education and outreach. This program, the Nebraska Native American Outreach Program (NNAOP), has grown to incorporate more than educational institutions and is now a partnership among tribal community leaders, academia, tribal schools, and industry. The content focus has broadened from aeronautics in the school systems to aerospace technology and earth science applications in tribal community decision-making and workforce training on the reservations. To date, participants include faculty and staff at 4 Nebraska tribal schools, 2 tribal colleges, approximately 1,000 Native American youth, and over 1,200 community members. This Native American Initiative of the NSGC addresses Nebraska workforce development and serves as a model to others. Following a structured evaluation process, NSGC proposes to sustain delivery of the training funded by NASA in 2002 to tribal entities through partnerships linking academic programs and industry leaders.

Bowen, Brent D.↗
NASA NTRS1998

MRM Evaluation Research Program

This is an interim report on the current output of the MRM evaluation research program. During 1998 this research program has used new and existing data to create an important tool for the development and improvement of "maintenance resource management" (MRM). Thousands of surveys completed by participants in airline MRM training and/or behavior change programs have, for the first time, been consolidated into a panel of "MRM Attitudes and Opinion Profiles." These profiles can be used to compare the attitudes about decision making and communication in any given company at any stage in its MRM program with attitudes of a large sample of like employees during a similar period in their MRM involvement. This panel of comparison profiles for attitudes and opinions is a tool to help audit the effectiveness of a maintenance human factors program. The profile panel is the first of several tools envisioned for applying the information accumulating in MRM databases produced as one of the program's long range objectives.

Taylor, James C.↗
DOE OSTI2025

Remembering Robert S. Fitzhugh, 1932-2007

Robert S. Fitzhugh, a Laboratory pioneer and mainstay of the Laboratory’s nuclear testing program, died January 7, 2007, just two days after celebrating his 85 th birthday. An engineer dedicated to craft, Fitz was one of the longest serving Laboratory employees and one of the most respected. His pension, because of his long tenure, was higher than his salary. Born January 5, 1922, in Philadelphia, Fitz graduated high school in 1939 and from Michigan State University with a BS in Electrical Engineering in June 1943. He enlisted in the United States Army in May 1943 and, after completing basic training, attended the University of Iowa as part of the Army Specialized Training Program. When the ASTP program was disbanded in early 1944, Fitz was sent to Columbia University as a laboratory technician and then on to Oak Ridge, where he worked on the thermal diffusion program. Fitz did not like Oak Ridge, describing the Zeppelin-like hanger he worked in as “a horrible place.”

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2024

Unlocking Manufacturing Sustainability: Energy Efficiency Opportunities through the US Department of Energy’s Better Plants Program Energy Treasure Hunts (2023–2024)

The US manufacturing sector faces critical challenges: improving sustainability, reducing energy consumption, and reducing greenhouse gas emissions. Energy Treasure Hunt (ETH) training, a service provided by the US Department of Energy’s Better Plants program, offers a compelling solution. Although ETHs have traditionally focused on energy and cost savings, data indicate that ETHs can be used to identify opportunities to reduce emissions and water use and to support a sustainable and circular operation. These 3-day on-site events engage employees in a collaborative search for operational and maintenance efficiency improvement opportunities. The success of ETHs lies in a comprehensive methodology. Each phase in an ETH uses various tools and resources to empower employees to identify practical solutions. This study presents data from 13 ETHs conducted between 2023 and 2024 across diverse manufacturing subsectors in the United States and demonstrates that the events can help create a pragmatic decarbonization pathway. Through the events, a total of 234 energy and emissions reduction opportunities were identified, and the potential impact is significant. Implementing the recommendations could translate to annual savings of 497,299 MMBtu of energy, 64,374 kgal of water, and 4.85 million tCO 2 e of emissions. The fiscal savings from the proposed recommendations translate into nearly $\$$5 million annually. This study identifies the opportunities by energy system type and by the specific actions recommended, while also analyzing the identified opportunities, presenting the most established sustainability recommendations. Case studies from participating partners are presented to further demonstrate that ETHs provide a practical and impactful approach to reducing energy consumption, emissions, and operating costs and promote a more sustainable future for the industrial sector.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1993

Ames Fitness Program

The Ames Fitness Program services 5,000 civil servants and contractors working at Ames Research Center. A 3,000 square foot fitness center, equipped with cardiovascular machines, weight training machines, and free weight equipment is on site. Thirty exercise classes are held each week at the Center. A weight loss program is offered, including individual exercise prescriptions, fitness testing, and organized monthly runs. The Fitness Center is staffed by one full-time program coordinator and 15 hours per week of part-time help. Membership is available to all employees at Ames at no charge, and there are no fees for participation in any of the program activities. Prior to using the Center, employees must obtain a physical examination and complete a membership package. Funding for the Ames Fitness Program was in jeopardy in December 1992; however, the employees circulated a petition in support of the program and collected more than 1500 signatures in only three days. Funding has been approved through October 1993.

Pratt, Randy↗
NASA NTRS2016

Exploring the Science Trade Space with the JPL Innovation Foundry A-Team

The JPL Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts with a group called the Architecture Team (A-Team). The A-Team combines innovative collaborative methods and facilitated sessions with subject matter experts and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an ATeam study. In these studies, Concept Maturity Levels (CML) are used to group methods. These levels include idea generation and capture (CML 1), initial feasibility assessment (CML 2), and trade space exploration (CML 3). Methods used for exploring the science objectives, feasibility, and scope will be described including use of a new technique for understanding the most compelling science, called a Science Return Diagram (SRD). In the process of developing the SRD, gradients in the science trade space are uncovered along with their implications for implementation and mission architecture. Special attention is paid towards developing complete investigations, establishing a series of logical claims that lead to the natural selection of a measurement approach. Over 20 science-focused A-Team studies have used these techniques to help science teams refine their mission objectives, make implementation decisions and reveal the mission concept’s most compelling science. This paper will describe the A-Team process for exploring the mission concept's science trade space and the Science Return Diagram technique.In June of 2011 a new collaborative engineering approach forearly concept formulation began in the JPL InnovationFoundry [1], six months later becoming the “A-Team” [2].Responding to a need for exploring mission architecturelevel trades [3], the A-Team precedes Team X [4,5] in asequence of concurrent engineering teams at JPL that can beused to mature a concept from a “cocktail napkin” level ideato a complete mission point design. The A-Team efficientlyexplores the science, implementation, and programmatictrade space in early concept formulation. Small, facilitatedgroups of experts generate innovative ideas, quantitativelyassess feasibility, and discover key sensitivities in the tradespace through collaborative analysis and use of advancedmethods and tools. The A-Team process builds off theexperience within JPL and other recent approaches to earlyconcept formulation [6] including best practices of the JPLInnovation Foundry, Project Systems Engineering &Formulation Section, Team Eureka and the Rapid MissionArchitecture Team[7].The A-Team is a focal point for innovative formulationapproaches and people within JPL. It relies on a largebackground of study resources, creative thinkers and “greybeard” scrutinizers, advanced tools, and subject matterexperts with both breadth and depth in experience andexpertise that are all available at JPL. The A-Team isdesigned to be a rapid and efficient process takingapproximately 6 weeks (the entire process can be as short asjust a few days or as long as up to three months) and costingthe equivalent of a work-month of a full-time employee orless. Studies begin with detailed planning and client reviewfollowed by study sessions, analysis work, and reporting.The staffing on each study is customized to the study goalsand objectives, and it is addressed early in the A-Teamprocess. Sessions are generally half-day or whole-day eventsand conducted over a series of days with focused agendas thatare moderated by a trained facilitator. Preliminary results andknowledge capture are available within hours of each session,and a final report is generally available two weeks later.One of the biggest challenges facing early conceptdevelopment is understanding the gradient in science returnversus various available mission scenarios and payload options. Often times, major areas of scientific inquiry havealready been prioritized by science groups, including throughthe National Research Council’s Decadal Studies inAstronomy, Planetary, and Earth Science. Yet science teamscontinue to struggle, especially in competitive missionsolicitations, to capture the right amount of scope that’sachievable within the cost constraints of the opportunity.Often the desire to completely and comprehensively study ascience area in just one mission (after all, true missionopportunities are rare) drives teams to take on too much,providing requirements that are unachievable within theresources of the opportunity without inducing unacceptableimplementation risk. Alternatively, science teams can seekto reduce risk by using an established instrument, but havenot thought through the traceability and key aspects of thescience question to justify its use. Both scenarios lead to badassumptions at the beginning of the concept development thatcan then ripple through implementation option choices,potentially preventing what would have been a good scienceinvestigation from being selected.The purpose of this paper is first to provide some additionalbackground and summary of the A-Team process, tools,people, and facilities. We then focus on the A-Teammethodology for overcoming the barriers of defining thescience scope well at the early concept development stage.This includes understanding the science story andtraceability, and then examining the gradient in science returnversus key characteristics of observables, developing theright payload and mission requirement specification throughexamining the science and implementation trade space.

Ziemer, John K.↗