Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “continuous improvement”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 55 records · Page 3
All sourcesNASA NTRSDOE OSTI
NASA NTRS1992

Spacecraft COst REduction Team (SCORE): TQM/CI on a massive scale

The business of building satellites and space systems has matured. Few missions require, or can afford, excellent performance at any price. The new paradigm is doing more with less, providing quality systems at lower cost--in other words, doing our job 'Faster-Better-Cheaper.' The TRW Spacecraft COst REduction (SCORE) initiative was launched in 1990 by Daniel S. Goldin, then general manager of TRW's Space & Technology Group. The SCORE mission is to apply continuous improvement (CI) techniques to effect major reductions in the cost (our primary goal) and span time (as a corollary) required for the production of spacecraft. SCORE is a multi-year initiative that is having a profound effect on both the procedural and the cultural aspects of how we do business. The objectives of this initiative are being realized. The focus of this paper is not on the results of SCORE per se, but rather on the things we have leaned about how to do continuous improvement on a massive scale, with multilevel (hierarchical) CI teams. The following sections summarize the chronology of the SCORE initiative, from team formation to development of the year-end report for 1991. Lessons learned, the core of this presentation, are discussed--with particular focus on the unique aspects of SCORE. The SCORE initiative is continuing and, as a part of our evolving culture, will never end. It has resulted in profound insights into the way we do work and (the topic at hand) how to do CI for large and complex multidisciplinary development activities.

Bullard, Jerry D.↗
NASA NTRS1992

Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

Kinlaw, Dennis C.↗
NASA NTRS2003

Using CASE to Exploit Process Modeling in Technology Transfer

A successful business will be one that has processes in place to run that business. Creating processes, reengineering processes, and continually improving processes can be accomplished through extensive modeling. Casewise(R) Corporate Modeler(TM) CASE is a computer aided software engineering tool that will enable the Technology Transfer Department (TT) at NASA Marshall Space Flight Center (MSFC) to capture these abilities. After successful implementation of CASE, it could then go on to be applied in other departments at MSFC and other centers at NASA. The success of a business process is dependent upon the players working as a team and continuously improving the process. A good process fosters customer satisfaction as well as internal satisfaction in the organizational infrastructure. CASE provides a method for business process success through functions consisting of systems and processes business models; specialized diagrams; matrix management; simulation; report generation and publishing; and, linking, importing, and exporting documents and files. The software has an underlying repository or database to support these functions. The Casewise. manual informs us that dynamics modeling is a technique used in business design and analysis. Feedback is used as a tool for the end users and generates different ways of dealing with the process. Feedback on this project resulted from collection of issues through a systems analyst interface approach of interviews with process coordinators and Technical Points of Contact (TPOCs).

Renz-Olar, Cheryl↗
NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗
NASA NTRS1997

Case Studies in Continuous Process Improvement

This study focuses on improving the SMT assembly process in a low-volume, high-reliability environment with emphasis on fine pitch and BGA packages. Before a process improvement is carried out, it is important to evaluate where the process stands in terms of process capability.

SMT BGA process improvement↗
NASA NTRS1995

SEL's Software Process-Improvement Program

The goals and operations of the Software Engineering Laboratory (SEL) is reviewed. For nearly 20 years the SEL has worked to understand, assess, and improve software and the development process within the production environment of the Flight Dynamics Division (FDD) of NASA's Goddard Space Flight Center. The SEL was established in 1976 with the goals of reducing: (1) the defect rate of delivered software, (2) the cost of software to support flight projects, and (3) the average time to produce mission-support software. After studying over 125 projects of FDD, the results have guided the standards, management practices, technologies, and the training within the division. The results of the studies have been a 75 percent reduction in defects, a 50 percent reduction in cost, and a 25 percent reduction in development time. Over time the goals of SEL have been clarified. The goals are now stated as: (1) Understand baseline processes and product characteristics, (2) Assess improvements that have been incorporated into the development projects, (3) Package and infuse improvements into the standard SEL process. The SEL improvement goal is to demonstrate continual improvement of the software process by carrying out analysis, measurement and feedback to projects with in the FDD environment. The SEL supports the understanding of the process by study of several processes including, the effort distribution, and error detection rates. The SEL assesses and refines the processes. Once the assessment and refinement of a process is completed, the SEL packages the process by capturing the process in standards, tools and training.

Basili, Victor↗
NASA NTRS2012

Observatory Improvements for SOFIA

The Stratospheric Observatory for Infrared Astronomy (SOFIA) is a joint project between NASA and Deutsches Zentrum fuer Luft- und Raumfahrt (DLR), the German Space Agency. SOFIA is based in a Boeing 747 SP and flown in the stratosphere to observe infrared wavelengths unobservable from the ground. In 2007 Dryden Flight Research Center (DFRC) inherited and began work on improving the plane and its telescope. The improvements continue today with upgrading the plane and improving the telescope. The Observatory Verification and Validation (V&V) process is to ensure that the observatory is where the program says it is. The Telescope Status Display (TSD) will provide any information from the on board network to monitors that will display the requested information. In order to assess risks to the program, one must work through the various threats associate with that risk. Once all the risks are closed the program can work towards improving the observatory.

Peralta, Robert A.↗
NASA NTRS2005

Six Lessons We Learned Applying Six Sigma

As Chief Financial Officer of Kennedy Space Center (KSC), I'm not only responsible for financial planning and accounting but also for building strong partnerships with the CFO customers, who include Space Shuttle and International Space Station operations as well all who manage the KSC Spaceport. My never ending goal is to design, manage and continuously improve our core business processes so that they deliver world class products and services to the CFO's customers. I became interested in Six Sigma as Christa Casleton (KSC's first Six Sigma Black belt) applied Six Sigma tools and methods to our Plan and Account for Travel Costs Process. Her analysis was fresh, innovative and thorough but, even more impressive, was her approach to ensure ongoing, continuous process improvement. Encouraged by the results, I launched two more process improvement initiatives aimed at applying Six Sigma principles to CFO processes that not only touch most of my employees but also have direct customer impact. As many of you know, Six Sigma is a measurement scale that compares the output of a process with customer requirements. That's straight forward, but demands that you not only understand your processes but also know your products and the critical customer requirements. The objective is to isolate and eliminate the causes of process variation so that the customer sees consistently high quality.

Carroll, Napoleon↗
NASA NTRS1996

Role of physical countermaneuvers in the management of orthostatic hypotension: efficacy and biofeedback augmentation

OBJECTIVE: To evaluate the efficacy of various physical countermaneuvers in reducing orthostatic hypotension and its associated symptoms and to assess the efficacy of biofeedback training in enhancing the effectiveness of physical countermaneuvers. MATERIAL AND METHODS: In nine study subjects with neurogenic orthostatic hypotension, four training sessions on physical countermaneuvers were performed after tilt-up, three with visual feedback on the effect of physical countermaneuvers on blood pressure and other cardiovascular variables. Blood pressure change and orthostatic symptoms during tilt-up were determined, as were the changes in total peripheral resistance, stroke index, and heart rate. RESULTS: The five female and four male patients had a mean age of 53 years and a mean duration of symptoms of 4.2 years. On an orthostatic symptom scale of 0 to 10, these patients had a mean symptom score of 7.3. The increment in systolic blood pressure was better for some maneuvers (such as leg crossing and a combination) than others (such as neck flexion and abdominal contraction). Three patterns of responses to biofeedback were found. Simple maneuvers such as squatting did not improve with training; visual feedback was needed for maneuvers such as thigh contraction, and performance declined without biofeedback; the third pattern, seen in maneuvers such as leg crossing, showed continued improvement with training, even without biofeedback. A survey at 3 to 4 months after training revealed continued use of physical maneuvers (3.8 +/- 3.1 per day), increased standing time with each episode of presyncopal symptoms (8.3 +/- 5.8 minutes), and continued global symptomatic improvement. Total peripheral resistance, but not heart rate or stroke index, showed significant regression with blood pressure improvement. CONCLUSION: Physical countermaneuvers are efficacious in reducing orthostatic hypotension, can be augmented by use of biofeedback, and may significantly improve the functional outcome. The major mechanism of improvement is an increase in total peripheral resistance, presumably by reducing the vascular capacitance.

NASA Program Space Physiology and Countermeasures↗
NASA NTRS2006

Use, Assessment, and Improvement of the Loci-CHEM CFD Code for Simulation of Combustion in a Single Element GO2/GH2 Injector and Chamber

This document is a viewgraph presentation of a paper that documents a continuing effort at Marshall Space Flight Center (MSFC) to use, assess, and continually improve CFD codes to the point of material utility in the design of rocket engine combustion devices. This paper describes how the code is presently being used to simulate combustion in a single element combustion chamber with shear coaxial injectors using gaseous oxygen and gaseous hydrogen propellants. The ultimate purpose of the efforts documented is to assess and further improve the Loci-CHEM code and the implementation of it. Single element shear coaxial injectors were tested as part of the Staged Combustion Injector Technology (SCIT) program, where detailed chamber wall heat fluxes were measured. Data was taken over a range of chamber pressures for propellants injected at both ambient and elevated temperatures. Several test cases are simulated as part of the effort to demonstrate use of the Loci-CHEM CFD code and to enable us to make improvements in the code as needed. The simulations presented also include a grid independence study on hybrid grids. Several two-equation eddy viscosity low Reynolds number turbulence models are also evaluated as part of the study. All calculations are presented with a comparison to the experimental data. Weaknesses of the code relative to test data are discussed and continuing efforts to improve the code are presented.

Westra, Douglas G.↗
NASA NTRS1987

Advanced Gas Turbine (AGT) Technology Development Project

This report is the eleventh in the series of Technical Summary reports for the Advanced Gas Turbine (AGT) Technology Development Project, authorized under NASA Contract DEN3-167, and sponsored by the Department of Energy (DOE). This report was prepared by Garrett Turbine Engine Company, A Division of the Garrett Corporation, and includes information provided by Ford Motor Company, the Standard Oil Company, and AiResearch Casting Company. This report covers plans and progress for the period July 1, 1985 through June 30, 1986. Technical progress during the reported period was highlighted by the 85-hour endurance run of an all-ceramic engine operating in the 2000 to 2250 F temperature regime. Component development continued in the areas of the combustion/fuel injection system, regenerator and seals system, and ceramic turbine rotor attachment design. Component rig testing saw further refinements. Ceramic materials showed continued improvements in required properties for gas turbine applications; however, continued development is needed before performance and reliability goals can be set.

Source record↗
NASA NTRS1998

Proposal Improvements That Work

Rocketdyne Propulsion and Power, an operating location of Boeing in Canoga Park, California is under contract with NASA's Marshall Space Flight Center (MSFC) in Huntsville, Alabama for design, development, production, and mission support of Space Shuttle Main Engines (SSMEs). The contract was restructured in 1996 to emphasize a mission contracting environment under which Rocketdyne supports the Space Transportation System launch manifest of seven flights a year without the need for a detailed list of contract deliverables such as nozzles, turbopumps, and combustion devices. This contract structure is in line with the overall Space Shuttle program goals established by the NASA to fly safely, meet the flight manifest, and reduce cost. Rocketdyne's Contracts, Pricing, and Estimating team has worked for the past several years with representatives from MSFC, the local Defense Contract Management Command, and the DCAA to improve the quality of cost proposals to MSFC for contract changes on the SSME. The contract changes on the program result primarily from engineering change proposals for product enhancements to improve safety, maintainability, or operability in the space environment. This continuous improvement team effort has been successful in improving proposal quality, reducing cycle time, and reducing cost. Some of the principal lessons learned are highlighted here to show how proposal improvements can be implemented to enhance customer satisfaction and ensure cost proposals can be evaluated easily by external customers.

Dunn, F.↗
NASA NTRSDate not supplied

Laboratory Demonstration of High Contrast with the PIAACMC Coronagraph on an Obstructed and Segmented Aperture

Coronagraphs (together with starshades) are an important tool to directly image and characterize exoplanets, and enable the search for biomarkers in reflected light on potentially habitable worlds. Their performance and efficiency has steadily been improving over the past several decades, but has not yet reached performance limits. In particular, the expected exoplanet yield for missions such as the Astro2020-recommended “IR/O/UV Flagship” can still be improved by factors of at least 2-3, simply by continued improvements in coronagraph performance, before they plateau due to physics limits. One possible architecture that can enable at least a part of this improvement is the Phase-Induced Amplitude Apodization Complex Mask Coronagraph (PIAACMC). Itoffersthe advantages of high throughput, small inner working angle (IWA),and almost noloss inPSF sharpness, and natively supports obstructed and segmented apertures, which is essential to the Astro2020 “IR/O/UV Flagship”mission. Historically, key disadvantages of PIAA have been poor tolerance to stellar angular sizes and maturity, but latest designs and demonstrations have made significant strides in this respect.In this paper, we present the current status and overview of our program to mature the PIAACMC technology. We first review PIAACMC designs for LUVOIR-A and B, which resultedin improved expected yield of Exo-Earths relative tothe baselines for both mission concepts. In particular, for LUVOIR-B, the yield improves from 28 to 42due to improvedtolerance to stellar angular size in our design. The improvement in yield is marginal for LUVOIR-A, but our design enables detecting planets around smaller diameter stars (nearby K-dwarfs and/or farther FG stars). We also describe our modeling and vacuum demonstrationsfor the LUVOIR-A aperture(which is more challengingthan LUVOIR-B due to the central obstruction).The demonstration included a LUVOUR-A pupil mask, an on-axis PIAA set of 2 mirrors with central holes, a Boston Micromachines DM, a patterned CMC mask, Lyot stop, and supporting masks and optics. Demonstrations were conducted at JPL’s High Contrast Imaging Testbed (HCIT) using several characterization andwavefront control techniques (primarily standard EFC, several experimental techniques were attempted, as well as speckle nulling). So far, our results include 1.9e-8 raw contrast in 10% broadband light between 3.5 and 8 l/D; 4.1e-8 and 1.6e-9 coherent contrasts in monochromatic light between 2-4 and 4-8 l/D, respectively. We also present measurements and analysis of sensitivity to tip/tilt jitter and stellar angular size. Finally, we compare our test results to models, present an analysis of our limiting factors, and explorefuture prospectsfor improvement based on validated models.

Coronagraph↗
NASA NTRS1970

Improved apparatus for continuous culture of hydrogen-fixing bacteria

Improved apparatus permits the continuous culture of Hydrogenomonas eutropha. System incorporates three essential subsystems - /1/ environmentally isolated culture vessel, /2/ analytical system with appropriate sensors and readout devices, /3/ control system with feedback responses to each analytical measurement.

Foster, J. F.↗
NASA NTRS1988

Meteorological support for space operations: Review and recommendations

The current meteorological support provided to NASA by NOAA, Air Weather Service, and other contractors is reviewed and suggestions are offered for its improvement. These recommendations include improvement in NASA's internal management organizational structure that would accommodate continued improvement in operational weather support, installation of new observing systems, improvement in analysis and forecasting procedures, and the establishment of an Applied Research and Forecasting Facility.

Source record↗
NASA NTRS1994

Ni-MH storage test and cycle life test

Gates Aerospace Batteries is conducting two long term test programs to fully characterize the NiMH cell technology for aerospace applications. The first program analyzes the effects of long term storage upon cell performance. The second program analyzes cycle life testing and preliminary production lot testing. This paper summarizes these approaches to testing the NiMH couple and culminates with initial storage and testing recommendations. Long term storage presents challenges to deter the adverse condition of capacity fade in NiMH cells. Elevated but stabilized pressures and elevated but stabilized end-of-charge voltages also appear to be a characteristic phenomenon of long term storage modes. However, the performance degradation is dependent upon specific characteristics of the metal-hydride alloy. To date, there is no objective evidence with which to recommend the proper method for storage and handling of NiMH cells upon shipment. This is particularly critical due to limited data points that indicate open circuit storage at room temperature for 60 to 90 days will result in irrecoverable capacity loss. Accordingly a test plan was developed to determine what method of mid-term to long-term storage will prevent irrecoverable capacity loss. The explicit assumption is that trickle charging at some rate above the self-discharge rate will prevent the irreversible chemical changes to the negative electrode that result in the irrecoverable capacity loss. Another premise is that lower storage temperatures, typically 0 C for aerospace customers, will impede any negative chemical reactions. Three different trickle charge rates are expected to yield a fairly flat response with respect to recoverable capacity versus baseline cells in two different modes of open circuit. Specific attributes monitored include: end-of-charge voltage, end-of-charge pressure, mid-point discharge voltage, capacity, and end-of-discharge pressure. Cycle life testing and preliminary production lot testing continue to dominate the overall technology development effort at GAB. The cell life test program reflects continuing improvements in baseline cell designs. Performance improvements include lower and more stable charge voltages and pressures. The continuing review of production lot testing assures conformance to the design criteria and expectations. This is especially critical during this period of transferring technology from research and development status to production.

Dell, R. Dan↗