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NASA Developments in Personnel Protective Equipment
NASA has some unique and challenging PPE needs: there are credible threats to air quality (fire, ammonia leak, hydrazine leak)that require a contingency breathing apparatus that operates for many hours - but there is not enough space or up-mass to provide supplied air tanks. We cannot use "Scott Air Tanks" commonly used by firefighters and other first responders. NASA has developed a respirator based emergency breathing device. It uses a "one size fits everybody in the astronaut corps" hooded mask with excellent chemical permeability and fire resistance properties, and a filtering respirator cartridge that protects the wearer from ammonia leaks, hydrazine leaks, or products of combustion. If you need a small, lightweight emergency breathing system that lasts longer than a supplied air system, we should meet and learn if NASA sponsored technology development can help.
AM Basic Personnel Certificate Program –Basic Training Course: Module 7, Qualification and Certification
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Training Lessons on Human Systems Integration for Flight Operations Personnel
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Can we increase the time of useful consciousness in personnel exposed to Hypoxia?
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Quality Assurance Leadership Strategy: Predictive Capability to Meet Cost, Personnel, and Schedule-Constrained Program Environment
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PERSONNEL RISK REDUCTION AND PROGRAM INTEGRATION IN FORD BUILDING D&D AT DOE SRS
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United States Office of Personnel Management Headquarters - Theodore Roosevelt Federal Building Case Study: Lighting System Upgrade with HVAC Integration
This case study highlights phase one and two of U.S. OPM's energy savings project at its headquarters building, which involves an energy savings performance contract and integration of lighting with HVAC controls. The project was recognized by DOE's Integrated Lighting Campaign.
Kennedy Space Center processing of Shuttle small payloads
There are many steps involved in preparing a payload for a mission into space on the Space Shuttle. Operations at the John F. Kennedy Space Center (KSC) are the last of those steps for the hardware before the payload is launched. To assure a successful and efficient KSC processing flow, a great deal of planning between the Robert H. Goddard Space Flight Center (GSFC) and KSC personnel is required before the payload arrives at KSC. After arrival, pre-flight operations occur between payload personnel, GSFC personnel, and KSC personnel for integration of the payload into its carrier (if required), in preparation for installation into a Orbiter. Once installed into an Orbiter, final test(s), checkout, and close-out of the payload is performed by GSFC and KSC personnel before launch. Mission support varies depending on the payload flying, but once the mission is complete and the Orbiter has returned to KSC, post-flight operations begin. This usually involves a reverse flow of the pre-flight operations. KSC operations conclude when the payload, its ground support equipment (GSE), and personnel depart KSC. A list of lessons learned is generated at the end of each payload flow, to avoid repeating the same mistakes (if any) for the next payload or for multiple repeat flights of the same payload. Always monitored are planned changes that may affect the payloads, GSE, KSC facilities, payload personnel, GSFC personnel, and/or KSC personnel.
Support of NASA quality requirements by defense contract administration services regions
Defense Contract Administration Services Regions (DCASR) quality assurance personnel performing under NASA Letters of Delegation must work closely with the assigned technical representative of the NASA centers. It is realized that technical personnel from the NASA Centers cannot make on-site visits as frequently as they would like to. However, DCASR quality assurance personnel would know the assigned NASA technical representative and should contact him when problems arise. The technical representative is the expert on the hardware and should be consulted on any problem area. It is important that the DCASR quality assurance personnel recommend to the delegating NASA Center any new or improved methods of which they may be aware which would assist in achieving the desired quality and reliability in NASA hardware. NASA expects assignment of competent personnel in the Quality Assurance functional area and is not only buying the individual's technical skill, but also his experience. Suggestions by field personnel can many times up-grade the quality or the hardware.
Upward Mobility Program Handbook
This handbook contains the policy and program objectives of the NASA Upward Mobility Program. In addition it gives guidance regarding program planning, implementation, and evaluation and also describes the roles and responsibilities of key personnel responsible for the successful implementation of the program. The Federal Personnel Manual Chapter 720 explains the Federal Government's policy on upward mobility and is available from the installation personnel office upon request. This handbook is applicable to all NASA installations. Unless specifically limited, all responsibilities set forth in this plan for the Installation Personnel Director may be administered wholly or in part by the Personnel Director's designee. This handbook will be revised by page changes.
A general-purpose development environment for intelligent computer-aided training systems
Space station training will be a major task, requiring the creation of large numbers of simulation-based training systems for crew, flight controllers, and ground-based support personnel. Given the long duration of space station missions and the large number of activities supported by the space station, the extension of space shuttle training methods to space station training may prove to be impractical. The application of artificial intelligence technology to simulation training can provide the ability to deliver individualized training to large numbers of personnel in a distributed workstation environment. The principal objective of this project is the creation of a software development environment which can be used to build intelligent training systems for procedural tasks associated with the operation of the space station. Current NASA Johnson Space Center projects and joint projects with other NASA operational centers will result in specific training systems for existing space shuttle crew, ground support personnel, and flight controller tasks. Concurrently with the creation of these systems, a general-purpose development environment for intelligent computer-aided training systems will be built. Such an environment would permit the rapid production, delivery, and evolution of training systems for space station crew, flight controllers, and other support personnel. The widespread use of such systems will serve to preserve task and training expertise, support the training of many personnel in a distributed manner, and ensure the uniformity and verifiability of training experiences. As a result, significant reductions in training costs can be realized while safety and the probability of mission success can be enhanced.
The Transition from Spacecraft Development Ot Flight Operation: Human Factor Considerations
In the field of aeronautics and astronautics, a paradigm shift has been witnessed by those in academia, research and development, and private industry. Long development life cycles and the budgets to support such programs and projects has given way to aggressive task schedules and leaner resources to draw from all the while challenging assigned individuals to create and produce improved products of processes. however, this "faster, better, cheaper" concept cannot merely be applied to the design, development, and test of complex systems such as earth-orbiting of interplanetary robotic spacecraft. Full advantage is not possible without due consideration and application to mission operations planning and flight operations, Equally as important as the flight system, the mission operations system consisting of qualified personnel, ground hardware and software tools, and verified and validated operational processes, should also be regarded as a complex system requiring personnel to draw upon formal education, training, related experiences, and heuristic reasoning in engineering an effective and efficient system. Unquestionably, qualified personnel are the most important elements of a mission operations system. This paper examines the experiences of the Deep Space I Project, the first in a series of new technology in-flight validation missions sponsored by the United States National Aeronautics and Space Administration (NASA), specifically, in developing a subsystems analysis and technology validation team comprised of former spacecraft development personnel. Human factor considerations are investigated from initial concept/vision formulation; through operational process development; personnel test and training; to initial uplink product development and test support. Emphasis has been placed on challenges and applied or recommended solutions, so as to provide opportunities for future programs and projects to address and disposition potential issues and concerns as early as possible to reap the benefits associated with learning from other's past experiences.
Software Engineering Research/Developer Collaborations (C104)
The goal of this collaboration was to produce Flight Software Branch (FSB) process standards for software inspections which could be used across three new missions within the FSB. The standard was developed by Dr. Forrest Shull (Fraunhofer Center for Experimental Software Engineering, Maryland) using the Perspective-Based Inspection approach, (PBI research has been funded by SARP) , then tested on a pilot Branch project. Because the short time scale of the collaboration ruled out a quantitative evaluation, it would be decided whether the standard was suitable for roll-out to other Branch projects based on a qualitative measure: whether the standard received high ratings from Branch personnel as to usability and overall satisfaction. The project used for piloting the Perspective-Based Inspection approach was a multi-mission framework designed for reuse. This was a good choice because key representatives from the three new missions would be involved in the inspections. The perspective-based approach was applied to produce inspection procedures tailored for the specific quality needs of the branch. The technical information to do so was largely drawn through a series of interviews with Branch personnel. The framework team used the procedures to review requirements. The inspections were useful for indicating that a restructuring of the requirements document was needed, which led to changes in the development project plan. The standard was sent out to other Branch personnel for review. Branch personnel were very positive. However, important changes were identified because the perspective of Attitude Control System (ACS) developers had not been adequately represented, a result of the specific personnel interviewed. The net result is that with some further work to incorporate the ACS perspective, and in synchrony with the roll out of independent Branch standards, the PBI approach will be implemented in the FSB. Also, the project intends to continue its collaboration with the technology provider (Dr. Forrest Shull) past the end of the grant, to allow a more rigorous quantitative evaluation.
A review of criticality dosimetry at the Y-12 National Security Complex and practical importance of dose accuracy in emergency response
A nuclear criticality results in the emission of both neutron and gamma radiation and can produce doses to personnel near the event that exceed 0.1 Gy (10 rad). The primary purpose of nuclear accident dosimetry is to rapidly identify affected personnel in need of prompt medical treatment and to reassure personnel who have been only minimally exposed. While accurate dosimetry is desired, it must be recognized that dose determinations made from whole-body dosimeters or simple triage methods are very rough estimates and contain significant uncertainties. Even when accounting for factors like varying neutron energy spectra, mean photon energies, body orientation within the radiation field, and transient effects on dosimeter response, etc., the end value is a dosimetric quantity defined for very specific radiological conditions and determined within a simple phantom usually at a single depth. Of more importance is the biological response to the radiation, which will vary by person and can be affected by the individual’s radiation sensitivity, age, gender, mass, and underlying health conditions. The overall biological, person-specific response to a given dose cannot be precisely determined except by patient symptom observation and individual biological dosimetry (e.g. chromosome analysis, lymphocyte ratios, etc.). This work describes and discusses the criticality accident dosimetry program at the Y-12 National Security Complex, a United States Department of Energy National Nuclear Security Administration facility. In conclusion, the primary goals of the Y-12 accident dosimetry program are, among others, the rapid identification of significantly exposed persons, prompt routing of exposed workers for medical evaluation and treatment, and the ultimate processing of dosimeters to assign doses to personnel.
Money Matters: A Three-Step Process for Using Budget Data in Program Evaluation to Assess the Design and Management of a Novel Public Health Program
We applied a three-step process, abstracting and analyzing program budgets to examine how Colorectal Cancer Control Program (CRCCP) awardees are structuring their programs and to assess the fidelity of program design to the CRCCP public health model. We reviewed 23 state, one tribal organization, and six university awardee budgets. We assessed resource allocations, staffing structures, and contracted partners and their activities. Awardees allocated 83% of all funds to contracts and personnel. Program managers were the most budgeted personnel type across three measures: number of people, full-time equivalency, and personnel costs. Awardees not only contracted with health care systems and clinics (39% of all contracts) but also contracted other partner types. Contractors were mainly funded to implement evidence-based interventions (25%) and conduct evaluation (24%). Program design varied among awardees in the number of staff (0–22), number of full-time equivalencies (0–5.4), and the number of contracts (1–11) budgeted. State awardees budgeted more resources to contracts, compared with university awardees (57% vs. 31%), while universities budgeted more for total personnel costs (41% vs. 30%). We learned that awardees designed their programs with fidelity to the CRCCP model. Although implementation approaches varied, overall results suggest implementation requires a combination of internal capacities and contracted partners. Budgets provide opportunities to use already existing program data to evaluate program design, partnerships, and planned activities.
CPAP Ventilators Needed for Rapid Response to COVID-19 by Modification of CPAP Equipment
Early on in the COVID-19 pandemic, potential ventilator shortages were a critical issue identified by national health care providers. Capacity modeling at the time suggested patient demand may exceed ventilator supply. Thus, the challenge became finding an urgent interim solution to meet health care needs. Our initial hypothesis was that CPAP technology could be modified to provide similar functionality to a ventilator, relieving demand and allowing physicians to decide which patients need high end machines, ultimately saving lives. In conjunction with medical experts and pulmonologists, we were able to identify three key thrusts associated with this research problem: (1) modification of CPAP technology to allow for 02 input that would be capable of providing ventilation; (2) development of an alarming function that would provide real-time audible alarms to alert medical personnel to critical conditions, which would be used inline with CPAP technology; and (3) a method of sterilizing expiratory air from such a system in order to protect medical personnel from biohazard, since CPAPs vent to the atmosphere. We were unable to realize results for thrust 1 (CPAP modification for 02); we identified potential safety issues associated with utilizing medical grade oxygen with a common CPAP device. In order to characterize and mitigate these issues, we would need to partner closely with a device manufacturer; such a partnership could not be achieved in the timeframe needed for this rapid response work. However, we determined that some medical grade BiPAP devices do not need this modification and that the significant progress on thrusts 2 and 3 would be sufficient to buy down risk of a massive ventilator shortage. Our team built a prototype alarm system that can be utilized with any assistive respiratory device to alert on all key conditions identified by medical personnel (high pressure, low pressure, apnea, loss of power, low battery). Finally, our team made significant progress in the rapid prototyping and demonstration of an inline UV air purifier device. The device is cost efficient and can be manufactured at scale with both commercially available and additively manufactured parts. Initial tests with SARS-CoV-2 analog bacteriophage MS2 show 99% efficacy at reducing bioburden. Following a successful demonstration of the prototype device with medical personnel, we were able to obtain follow-on (non-LDRD) funding to provide additional device characterization, validation, and production in order to respond to an immediate regional need.
LANSCE Module 1 Capacitor Room Failure [Slides]
At ~3:30 am on Sunday, high-voltage line in capacitor room overheated to the extent that the poly insulating material caught fire and dripped melted insulation onto equipment below. LAFD responded and, per pre-incident planning, waited for AOT personnel to respond to the area. AOT personnel, safed equipment and waited with LAFD for fire to “burn out”. Using an IWD, AOT personnel safely re-entered the area after conducting hazards analysis and engaging SMEs, re: controls for combustion products and COVID-19 hazards. Recovery action took several days with a focus on getting it right. Beam re-start decisions were made with impacted organizations and considering AOTRFE personnel.