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Results for “deep leaning”

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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9 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2013

A Proposal for A Lean, Fast Mars Round-Trip Mission Architecture: Using Current Technologies for A Human Mission to Mars In The 2030s

We present a lean-minded, fast-transfer mission strategy and architecture concept for a first human mission to Mars that deliberately utilizes a current-technology-favored approach by means of introducing and quantitatively dening two pivotal parameters: 1) an end-to-end Mars mission duration of approximately one year, and 2) a deep space habitat of approximately 4050 metric tons. These parameters are identified and introduced by a 2012 deep space habitat study conducted at the NASA Johnson Space Center (JSC) that focused on a subset of recognized high-engineering-risk factors that may otherwise inhibit or encumber remote space travel to destinations such as Mars or near-Earth asteroids (NEAs). Additional constraints in the study favoring current technology and a lean-minded (very short) surface stay on Mars are shown to offer such Mars mission opportunities in the 2030s, enabled by a combination of on-orbit staging, mission element pre-positioning, and unique round-trip trajectories identied by state-of-the-art astrodynamics algorithms.

Architecture↗
NASA NTRS2013

A Lean, Fast Mars Round-trip Mission Architecture: Using Current Technologies for a Human Mission in the 2030s

We present a lean fast-transfer architecture concept for a first human mission to Mars that utilizes current technologies and two pivotal parameters: an end-to-end Mars mission duration of approximately one year, and a deep space habitat of approximately 50 metric tons. These parameters were formulated by a 2012 deep space habitat study conducted at the NASA Johnson Space Center (JSC) that focused on a subset of recognized high- engineering-risk factors that may otherwise limit space travel to destinations such as Mars or near-Earth asteroid (NEA)s. With these constraints, we model and promote Mars mission opportunities in the 2030s enabled by a combination of on-orbit staging, mission element pre-positioning, and unique round-trip trajectories identified by state-of-the-art astrodynamics algorithms.

Bailey, Lora↗
NASA NTRS2019

Using Virtual Reality and Motion Capture as tools for Human Factors Engineering at NASA Marshall Space Flight Center

NASA Marshall Space Flight Center (MSFC) Human Factors Engineering (HFE) Team is implementing virtual reality (VR) and motion capture (MoCap) into HFE analyses of various projects through its Virtual Environments Lab (VEL). VR allows for multiple analyses early in the design process and more opportunities to give design feedback. This tool can be used by engineers in most disciplines to compare design alternatives and is particularly valuable to HFE to give early input during these evaluations. These techniques are being implemented for concept development of Deep Space Habitats (DSH), and work is being done to implement VR for design aspects of the Space Launch System (SLS). VR utilization in the VEL will push the design to be better formulated before mockups are constructed, saving budget and time. The MSFC VEL will continue forward leaning implementation with VR technologies in these and other projects for better models earlier in the design process.

Andrews, Tanya↗
NASA NTRS2009

Floating wind turbine system

A floating wind turbine system with a tower structure that includes at least one stability arm extending therefrom and that is anchored to the sea floor with a rotatable position retention device that facilitates deep water installations. Variable buoyancy for the wind turbine system is provided by buoyancy chambers that are integral to the tower itself as well as the stability arm. Pumps are included for adjusting the buoyancy as an aid in system transport, installation, repair and removal. The wind turbine rotor is located downwind of the tower structure to allow the wind turbine to follow the wind direction without an active yaw drive system. The support tower and stability arm structure is designed to balance tension in the tether with buoyancy, gravity and wind forces in such a way that the top of the support tower leans downwind, providing a large clearance between the support tower and the rotor blade tips. This large clearance facilitates the use of articulated rotor hubs to reduced damaging structural dynamic loads. Major components of the turbine can be assembled at the shore and transported to an offshore installation site.

Viterna, Larry A.↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi- Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the lifecycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reach-back support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-of-the-art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi-Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the life-cycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reachback support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-ofthe- art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRSDate not supplied

The Gateway as a Building Block for Space Exploration and Development

The Gateway, which will be a small, human-tended space station in orbit around the Moon, is an example of the building block approach to space exploration and development. The National Aeronautics and Space Administration (NASA) leads the Gateway Program and serves as the integrator of the spaceflight capabilities and contributions of U.S. commercial partners and international partners. Gateway is a cornerstone of deep space human exploration, one critical element of the strategies and architectures that will enable human exploration of the solar system. This paper will outline: 1) The concept of operations and describe how Gateway is a multipurpose space station, supporting lunar surface missions, cis-lunar research, and as a proving ground for human missions to Mars; 2) Gateway’s international partnerships as an expansion of the partnerships of the “second generation of space programmes,” namely the International Space Station (ISS); and 3) Future commercial, scientific, and technology demonstration opportunities that this infrastructure building block provides. Lastly, the strategies and architectures for future space exploration and development must include thoughtful approaches to the management and business operations of government space programs. This includes planning for limited outyear growth in budgets, partnership and acquisition strategies, pursuing public-private partnerships and the use of firm-fixed price contracts, enabling vendor-to-vendor relationships, the use of multilateral interoperability standards, and incorporating key lessons learned from prior governmental Programs. This paper will discuss the strategies and approaches undertaken when establishing the Gateway Program at the NASA Johnson Space Center in 2019 and the current operational status of this new, lean, and efficient Program.

Gateway↗
NASA NTRSDate not supplied

The Gateway as a Building Block for Space Exploration and Development

The Gateway, which will be a small, human-tended space station in orbit around the Moon, is an example of the building block approach to space exploration and development. The National Aeronautics and Space Administration (NASA) leads the Gateway Program and serves as the integrator of the spaceflight capabilities and contributions of U.S. commercial partners and international partners. Gateway is a cornerstone of deep space human exploration, one critical element of the strategies and architectures that will enable human exploration of the solar system. This paper will outline: 1) The concept of operations and describe how Gateway is a multi-purpose space station, supporting lunar surface missions, cis-lunar research, and as a proving ground for human missions to Mars; 2) Gateway’s international partnerships as an expansion of the partnerships of the “second generation of space programmes,” namely the International Space Station (ISS); and 3) Future commercial, scientific, and technology demonstration opportunities that this infrastructure building block provides. Lastly, the strategies and architectures for future space exploration and development must include thoughtful approaches to the management and business operations of government space programs. This includes planning for limited outyear growth in budgets, partnership and acquisition strategies, pursuing public-private partnerships and the use of firm-fixed price contracts, enabling vendor-to-vendor relationships, the use of multilateral interoperability standards, and incorporating key lessons learned from prior governmental Programs. This paper will discuss the strategies and approaches undertaken when establishing the Gateway Program at the NASA Johnson Space Center in 2019 and the current operational status of this new, lean, and efficient Program.

Gateway↗
NASA NTRS2010

Use of Business Intelligence Tools in the DSN

JPL has operated the Deep Space Network (DSN) on behalf of NASA since the 1960's. Over the last two decades, the DSN budget has generally declined in real-year dollars while the aging assets required more attention, and the missions became more complex. As a result, the DSN budget has been increasingly consumed by Operations and Maintenance (O&M), significantly reducing the funding wedge available for technology investment and for enhancing the DSN capability and capacity. Responding to this budget squeeze, the DSN launched an effort to improve the cost-efficiency of the O&M. In this paper we: elaborate on the methodology adopted to understand "where the time and money are used"-surprisingly, most of the data required for metrics development was readily available in existing databases-we have used commercial Business Intelligence (BI) tools to mine the databases and automatically extract the metrics (including trends) and distribute them weekly to interested parties; describe the DSN-specific effort to convert the intuitive understanding of "where the time is spent" into meaningful and actionable metrics that quantify use of resources, highlight candidate areas of improvement, and establish trends; and discuss the use of the BI-derived metrics-one of the most fascinating processes was the dramatic improvement in some areas of operations when the metrics were shared with the operators-the visibility of the metrics, and a self-induced competition, caused almost immediate improvement in some areas. While the near-term use of the metrics is to quantify the processes and track the improvement, these techniques will be just as useful in monitoring the process, e.g. as an input to a lean-six-sigma process.

Metrics↗