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All sourcesNASA NTRSDOE OSTI
NASA NTRS2016

Thomas Leps Internship Abstract

An optical navigation system is being flown as the backup system to the primary Deep Space Network telemetry for navigation and guidance purposes on Orion. This is required to ensure Orion can recover from a loss of communication, which would simultaneously cause a loss of DSN telemetry. Images taken of the Moon and Earth are used to give range and position information to the navigation computer for trajectory calculations and maneuver execution. To get telemetry data from these images, the size and location of the moon need to be calculated with high accuracy and precision. The reentry envelope for the Orion EM-1 mission requires the centroid and radius of the moon images to be determined within 1/3 of a pixel 3 sigma. In order to ensure this accuracy and precision can be attained, I was tasked with building precise dot grid images for camera calibration as well as building a hardware in the loop test stand for flight software and hardware proofing. To calibrate the Op-Nav camera a dot grid is imaged with the camera, the error between the image dot location and the actual dot location can be used to build a distortion map of the camera and lens system so that images can be fixed to display truth locations. To build the dot grid images I used the Electro Optics Lab optical bench Bright Object Simulator System, and gimbal. The gimbal was slewed to a series of elevations and azimuths. An image of the collimated single point light source was then taken at each position. After a series of 99 images were taken at different locations the single light spots were extracted from each image and added to a composite image containing all 99 points. During the development of these grids it was noticed that an intermittent error in the artificial "star" locations occurred. Prior to the summer this error was attributed to the gimbal having glitches in it's pointing direction and was going to be replaced, however after further examining the issue I determined it to be a software issue. I have since narrowed the likely source of the error down to a Software Development Kit released by the camera supplier PixeLink. I have since developed a workaround in order to build star grids for calibration until the software bug can be isolated and fixed. I was also tasked with building a Hardware in the Loop test stand in order to test the full Op-Nav system. A 4k screen displays simulated Lunar and Terrestrial images from a possible Orion trajectory. These images are then projected through a collimator and then captured with an Op-Nav camera controlled by an Intel NUC computer running flight software. The flight software then analyzes the images to determine attitude and position, this data is then reconstructed into a trajectory and matched to the simulated trajectory in order to determine the accuracy of the attitude and position estimates. In order for the system to work it needs to be precisely and accurately aligned. I developed an alignment procedure that allows the screen, collimator and camera to be squared, centered and collinear with each other within a micron spatially and 5 arcseconds in rotation. I also designed a rigid mount for the screen that was machined on site in Building 10 by another intern. While I was working in the EOL we received a $500k Orion startracker for alignment procedure testing. Due to my prior experience in electronics development, as an ancillary duty, I was tasked with building the cables required to operate and power the startracker. If any errors are made building these cables the startracker would be destroyed, I was honored that the director of the lab entrusted such a critical component with me. This internship has cemented my view on public space exploration. I always preferred public sector to privatization because, as a scientist, the most interesting aspects of space for me are not necessarily the most profitable. I was concerned that the public sector was faltering however, and that in order to improve human space exploration I would be forced into private sector. I now know that, at least at JSC, human spaceflight is still progressing, and exciting work is still being done. I am now actively seeking employment at JSC after I complete my Ph.D and have met with my branch chiefs and mentor to discuss transitioning to a grad Co-op position.

Leps, Thomas↗
NASA NTRS2001

Keeping Track Every Step of the Way

Knowledge Sharing Systems, Inc., a producer of intellectual assets management software systems for the federal government, universities, non-profit laboratories, and private companies, constructed and presently manages the NASA Technology Tracking System, also known as TechTracS. Under contract to Langley Research Center, TechTracS identifies and captures all NASA technologies, manages the patent prosecution process, and then tracks their progress en route to commercialization. The system supports all steps involved in various technology transfer activities, and is considered the premier intellectual asset management system used in the federal government today. NASA TechTracS consists of multiple relational databases and web servers, located at each of the 10 field centers, as well as NASA Headquarters. The system is capable of supporting the following functions: planning commercial technologies; commercialization activities; reporting new technologies and inventions; and processing and tracking intellectual property rights, licensing, partnerships, awards, and success stories. NASA TechTracS is critical to the Agency's ongoing mission to commercialize its revolutionary technologies in a variety of sectors within private industry, both aerospace and non- aerospace.

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NASA NTRS2001

Spinoff 2001: Special Millennium Feature

For the past 43 years, NASA has devoted its facilities, labor force, and expertise to sharing the abundance of technology developments used for its missions with the nation's industries. These countless technologies have not only successfully contributed to the growth of the U.S. economy, but also to the quality of life on Earth. For the past 25 years, NASA's Spinoff publication has brought attention to thousands of technologies, products, and services that were developed as a direct result of commercial partnerships between NASA and the private business sector. Many of these exciting technologies included advances in ceramics, computer technology, fiber optics, and remote sensing. New and ongoing research at the NASA field centers covers a full spectrum of technologies that will provide numerous advantages for the future, many of which have made significant strides in the commercial market. The NASA Commercial Technology Network plays a large role in transferring this progress. By applying NASA technologies such as data communication, aircraft de-icing technologies, and innovative materials to everyday functions, American consumers and the national economy benefit. Moving forward into the new millennium, these new technologies will further advance our country's position as the world leader in scientific and technical innovation. These cutting-edge innovations represent the investment of the U.S. citizen in the Space Program. Some of these technologies are highlighted in Spinoff 2001, an example of NASA's commitment to technology transfer and commercialization assistance. This year's issue spotlights the commercial technology efforts of NASA's John F. Kennedy Space Center. Kennedy's extensive network of commercial technology opportunities has enabled them to become a leader in technology transfer outreach. This kind of leadership is exemplified through Kennedy's recent partnership with the State of Florida, working toward the development of the Space Experiment Research and Processing Laboratory. The new laboratory is the first step toward the development of a proposed 400-acre Space Commerce Park, located at Kennedy Space Center. Spinoff, once again, successfully showcases the variety of commercial successes and benefits resulting from the transfer of NASA technology to private industry. It is with great pride and pleasure that we present Spinoff 2001 with a Special Millennium Feature. With help from U.S. industry and commercial technology programs, NASA will continue to assist in the presentation of innovative new products to our nation.

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NASA NTRS2005

Visions of Automation and Realities of Certification

Quite a lot of people envision automation as the solution to many of the problems in aviation and air transportation today, across all sectors: commercial, private, and military. This paper explains why some recent experiences with complex, highly-integrated, automated systems suggest that this vision will not be realized unless significant progress is made over the current state-of-the-practice in software system development and certification.

Hayhurst, Kelly J.↗
NASA NTRS1974

Technology transfer - The NASA perspective

Domestic and international NASA technology utilization experiences are described together with prospects for applying technology to problems of local and state governments. Transfer mechanisms used by NASA to introduce new technology in both the private and public sectors of the domestic scene are discussed, and attention is given to experiences gained in a pilot program designed to establish a refined methodology for the transfer of aerospace-developed technology to developing nations. Technical assistance to local and state governments involves applications of NASA experiences to further the constructive involvement of industry.

Carlson, J. M.↗
NASA NTRS1974

Cooperative efforts by industry and government to develop geothermal resources

The Federal government's current plans for participation in the geothermal field appear to affect four major areas of interest: (1) resources exploration and assessment, (2) resources utilization projects, (3) advanced research and technology, and (4) environmental, legal, and institutional research. Private industry is also actively involved in these same areas of interest. Because of lack of coordination and communication between the private and public sector, it appears that there will be considerable duplication of effort, and, in some cases, serious conflict. It is also likely that this lack of coordination and communication may result in lack of effort in some key areas. Close coordination and communication between government and industry may resolve some of the major problems that are clearly evident.

Butler, D. R.↗
NASA NTRS1976

Managing Organization Vitality

The three major objectives are: (1) to measure the extent to which the organization renewal techniques have been adopted by organizations in both the private and public sectors; (2) to determine the overall results of these applications; and (3) to test a number of specific hypotheses regarding situational determinants of the success of this approach. It appears that top management involvement is the single most crucial determinant of the success of organization renewal. Organization renewal has considerable potential for increasing the commitment of individuals, and can have a significant positive influence on the results of the organization.

Chandler, G. P., Jr.↗
NASA NTRS1977

A survey of users of earth resources remote sensing data

The results of a NASA supported Battelle survey to obtain user views on the nature and value of LANDSAT data use, on current LANDSAT capabilities, and on ways to improve data use were summarized. Questionnaire and interview responses from over 1000 private and public sector users were analyzed and discussed.

Wukelic, G. E.↗
NASA NTRS1979

Integrated use of Landsat data for state resource management

The study deals with the integration of a practical information resource - data from the earth orbiting satellite Landsat - with alternate forms of data to structure a state resource data base. State use of Landsat data within a comprehensive resource management scheme is examined. The efforts of NASA in the transfer of this space technology to state resource management applications are outlined. The role two nongovernmental sectors, universities and private industry, play in assisting states to develop Landsat data analysis capability is described.

Schneider, W. G., Jr.↗
NASA NTRS1979

Improving NASA's technology transfer process through increased screening and evaluation in the information dissemination program

The current status of NASA's technology transfer system can be improved if the technology transfer process is better understood. This understanding will only be gained if a detailed knowledge about factors generally influencing technology transfer is developed, and particularly those factors affecting technology transfer from government R and D agencies to industry. Secondary utilization of aerospace technology is made more difficult because it depends on a transfer process which crosses established organizational lines of authority and which is outside well understood patterns of technical applications. In the absence of a sound theory about technology transfer and because of the limited capability of government agencies to explore industry's needs, a team approach to screening and evaluation of NASA generated technologies is proposed which calls for NASA, and other organizations of the private and public sectors which influence the transfer of NASA generated technology, to participate in a screening and evaluation process to determine the commercial feasibility of a wide range of technical applications.

Laepple, H.↗
NASA NTRS1989

Telerobotic activities at Johnson Space Center

The Johnson Space Center telerobotic efforts span three major thrusts: (1) sustaining and expanding the capability of the Shuttle manipulator; (2) developing and integrating the multiple telerobotic system of the Space Station; and (3) fostering and applying research in all areas of telerobotics technology within the government, private, and academic sectors.

Price, Charles R.↗
NASA NTRS1990

AdaNET research plan

The mission of the AdaNET research effort is to determine how to increase the availability of reusable Ada components and associated software engineering technology to both private and Federal sectors. The effort is structured to define the requirements for transfer of Federally developed software technology, study feasible approaches to meeting the requirements, and to gain experience in applying various technologies and practices. The overall approach to the development of the AdaNET System Specification is presented. A work breakdown structure is presented with each research activity described in detail. The deliverables for each work area are summarized. The overall organization and responsibilities for each research area are described. The schedule and necessary resources are presented for each research activity. The estimated cost is summarized for each activity. The project plan is fully described in the Super Project Expert data file contained on the floppy disk attached to the back cover of this plan.

Mcbride, John G.↗
NASA NTRS1988

Space market model development project, phase 2

The results of the prototype operations of the Space Business Information Center are presented. A clearinghouse for space business information for members of the U.S. space industry composed of public, private, and academic sectors was conducted. Behavioral and evaluation statistics were recorded from the clearinghouse and the conclusions from these statistics are presented. Business guidebooks on major markets in space business are discussed. Proprietary research and briefings for firms and agencies in the space industry are also discussed.

Bishop, Peter C.↗
NASA NTRS1991

The role of the Consultative Committee on International Radio (CCIR) in time and frequency

The Consultative Committee on International Radio (CCIR) is a technical advisory group that, within the International Telecommunications Union (ITU), provides formal recommendations, technical advice, and technical information related to the allocation and use of the radio spectrum. The CCIR does its work through a number of separate study groups, each of which deals primarily with one or more radio based services recognized by the ITU. One of these, Study Group 7, is called 'Science Services' and deals with, among other things, time and frequency services, and related topics. This part of CCIR is probably best known for its development and implementation of the UTC time system in 1972. The U.S. National Administration develops proposed recommendations and provides other technical input to the CCIR through an organization of U.S. Study Groups that parallel those functioning internationally. Both the private and government sectors participate actively under the general oversight of the U.S. State Department and its U.S. CCIR National Committee. Current and projected future activities of U.S. and international Study Group 7 are described, including some examples of current recommendations, handbooks, and other documentation that might be useful for working with time and frequency applications.

Roger E. Beehler↗
NASA NTRS2000

The Test and Evaluation of a Non-Chromate Finishing Agent

This research is focused on the design, development and implementation of an industry, military and commercial standard testing cell for surface coatings, which focuses on advanced non-chromate materials technology and their commercialization. Currently, within both private and commercial sectors, chromates are used in the corrosion prevention. processes. However, there is a great demand for chromate-free systems that are able to provide equal protection. At the end of this effort, it is intended that a patented alternative to chromate conversion coatings would be tested and processed for commercialization. Thus far, research studies have been concerned primarily with current corrosion knowledge and testing methods. Corrosion can be classified into five categories: The first type is uniform corrosion which is dominated by a uniform thinning due to an even and regular loss of metal. The second type is called localized corrosion in which most of the loss occurs in discrete areas. The third type, metallurgically influenced corrosion is a form of attack where metallurgy plays a significant role. The fourth type, titled mechanically assisted degradation is a form of attack where velocity, abrasion, and hydrodynamics control the corrosion process. The last type of corrosion is defined as environmentally induced cracking which occurs when cracks are produced under specific, premeditated stress. Oddly enough, with these varying classifications, there are not as many standardized corrosion testing sites. Two of the most common testing methods for corrosion are salt spray testing and filiform. Although neither has proven to be absolute, in terms of the resulting observations, our research aims to help provide data that may be used to support the standardization for corrosion testing. We would acquire and use a Singleton Cyclic Corrosion Testing Chamber. Singleton test chambers perform a wide range of commonly used catalytic corrosion tests. They are used throughout the industry, some of which are - automotive, aerospace, electronic and many more. In addition to this, Singleton test chambers are fully expandable to accommodate cyclic corrosion testing needs. Singleton chambers are also designed for complete compliance and conformity with ASTM (American Society for Testing and Materials), military and commercial standards.

Gulley, H.↗
NASA NTRS2004

JDD, Inc. Database

JDD Inc, is a maintenance and custodial contracting company whose mission is to provide their clients in the private and government sectors "quality construction, construction management and cleaning services in the most efficient and cost effective manners, (JDD, Inc. Mission Statement)." This company provides facilities support for Fort Riley in Fo,rt Riley, Kansas and the NASA John H. Glenn Research Center at Lewis Field here in Cleveland, Ohio. JDD, Inc. is owned and operated by James Vaughn, who started as painter at NASA Glenn and has been working here for the past seventeen years. This summer I worked under Devan Anderson, who is the safety manager for JDD Inc. in the Logistics and Technical Information Division at Glenn Research Center The LTID provides all transportation, secretarial, security needs and contract management of these various services for the center. As a safety manager, my mentor provides Occupational Health and Safety Occupation (OSHA) compliance to all JDD, Inc. employees and handles all other issues (Environmental Protection Agency issues, workers compensation, safety and health training) involving to job safety. My summer assignment was not as considered "groundbreaking research" like many other summer interns have done in the past, but it is just as important and beneficial to JDD, Inc. I initially created a database using a Microsoft Excel program to classify and categorize data pertaining to numerous safety training certification courses instructed by our safety manager during the course of the fiscal year. This early portion of the database consisted of only data (training field index, employees who were present at these training courses and who was absent) from the training certification courses. Once I completed this phase of the database, I decided to expand the database and add as many dimensions to it as possible. Throughout the last seven weeks, I have been compiling more data from day to day operations and been adding the information to the database. It now consists of seven different categories of data (carpet cleaning, forms, NASA Event Schedules, training certifications, wall and vent cleaning, work schedules, and miscellaneous) . I also did some field inspecting with the supervisors around the site and was present at all of the training certification courses that have been scheduled since June 2004. My future outlook for the JDD, Inc. database is to have all of company s information from future contract proposals, weekly inventory, to employee timesheets all in this same database.

Miller, David A., Jr.↗
NASA NTRS2006

Working Group Reports and Presentations: Cis-lunar

Space agencies are committed to the "safe, sustained, affordable human and robotic exploration of the Moon, Mars, and beyond." However, we recommend that they explicitly define our ultimate goal and motivation in order to portray a sense of purpose to the public. Our goal is sustainable human settlement of the Moon and Mars and our motivation is to preserve the human race. All secondary exploration and science objectives flow from this main goal and are still imperative to our success. As an economic guiding principle, governments should be limited to those areas where only government can perform the activity and should recognize and coordinate with the larger private and military sectors. Also, space agencies must continue to fund the interdisciplinary science necessary to characterize environmental hazards associated with dust, radiation, surface charging, topology, and meteorites in order to make our first attempts at extraterrestrial living viable.

Laubscher, Bryan↗
NASA NTRS1979

Spinoff 1979

Technology is knowledge, the technical "know-how" employed by a society to produce things that improve the quality of human life. Like other forms of knowledge, it is transferable; once developed, technology can be applied to uses different-and often remote-from the original application. Thus, the technology that NASA has developed in more than two decades of space and aeronautical research constitutes a valuable national resource, a bank of knowledge available for secondary utilization, or "spinoff." NASA mainline programs, by their challenging nature, are particularly demanding of technological advance; meeting their goals has forced extraordinary advancements in virtually every scientific and technological discipline. For that reason, the wealth of aerospace-generated knowledge available for transfer is exceptionally diverse, and much of it is readily applicable to secondary use over a broad spectrum of public needs and conveniences. Through its Congressionally mandated Technology Utilization Program, NASA seeks to promote wider use of this technological resource. The program provides a link between the technology bank and those in either the private or public sectors who might be able to re-use the technology productively. Its aim is to accelerate the transfer process, to bring to the marketplace sooner those spinoffs which might eventually occur in the normal course of events, and to gain thereby more immediate economic benefit in terms of new products and new jobs. The program has been remarkably successful. Since its inception 17 years ago, thousands of spinoff products and processes have emerged. Some of these innovations bring only moderate increments of economic gain or lifestyle improvement, but many others amount to significant public benefits, with economic values often running to millions of dollars. Collectively, spinoffs provide a substantial bonus return on the funds invested in aerospace research. This publication is intended to increase public awareness of the resource that is NASA's technology bank and its potential for further public benefit. It is devoted primarily to the NASA technology transfer process, but in the interests of perspective it also describes related areas of NASA endeavor. Section 1 consists of a resume of NASA's current mainline programs. These programs are producing direct public benefit through direct application of technology; at the same time, they are contributing to indirect benefit-spinoff-by generating new technology which may find secondary application in the future. Section 2 is the focal point of this volume. It contains a representative sampling of spinoff products and processes employed in various avenues of everyday life, and it describes briefly the NASA technology from which these transfers derived. Section 3 details the mechanisms of the technology transfer process, including the means by which NASA seeks to stimulate technology utilization. Also described are NASA's activities in a related area of technology transfer: provision of assistance to agencies interested in exploiting the benefit potential of satellite remote sensing technology.

Haggerty, James J.↗