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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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At least 613 records · Page 34
All sourcesNASA NTRSDOE OSTI
NASA NTRS1998

An Operational Concept for Flying FMS Trajectories in Center and TRACON Airspace

Current Flight Management Systems (FMS) do a good job of constructing and flying an optimal trajectory for a single aircraft. Unfortunately, flight crews are often unable to fly these FMS routes during arrivals at busy airports. The Center TRACON Automation System (CTAS) has been designed to aid Center and TRACON (Terminal Radar Approach Control) controllers in assigning runways, sequencing and vectoring all classes of aircraft. CTAS bases its advisories on trajectory predictions for arriving aircraft using algorithms very similar to those in airborne FMS systems. This paper presents near and far term operational concepts for how a ground ATM (air traffic management) automation system like CTAS could work more effectively with the airborne automation in FMS equipped aircraft. The concepts for a more compatible air-ground system include: 1) a common route databases for both CTAS and FMS; 2) datalink to downlink information on aircraft weight, final approach speed and trajectory intent and to uplink wind information; 3) new FMS functions to allow flight crews to easily update their FMS trajectory to match the trajectory suggested by the ground automation with voice clearances, and 4) in the far term, datalink to downlink user preferred trajectories and to uplink trajectory clearances in the terminal area. The paper analyses some of the human factors issues that may result in allowing aircraft to fly FMS routes during enroute descent and in the terminal area. A series of linked human in the loop flight deck and air traffic control simulations and a field test with the NASA 757 are being conducted at NASA's Ames and Langley Research Centers to address these issues and to evaluate the operational feasibility of these approaches to more efficient flight and increased airport throughput.

Palmer, Everett↗
NASA NTRS2002

Implementing a Workforce Development Pipeline

Through science, technology, mathematics, and engineering, our nation continues to lead the world in the development and utilization of new technologies. Whether related to our health, to the environment, or to our production of material goods, science, mathematics, engineering, and technology are integral and essential parts of daily life for virtually everyone in the United States and around the globe. However, the understanding of science, mathematics, engineering, and technology by most Americans is inadequate for full participation in this increasingly technological world. This reflects the level of education in these areas most Americans have received. To have a competent workforce for the future, we must assist education in developing students for future jobs.

Billy Hix↗
NASA NTRS2002

The Idyllic Workplace

How many of us have worked in organizations where the discipline was so rigid and unyielding that it would send even a Marine Corps Drill Instructor screaming into the night? How many of us have worked in organizations where sightings of senior management were sporadic and rare, and any other interactions were by appointment only? Or, how many of us have worked in organizations where your role, absent specific direction, was to be seldom seen and rarely heard? And how many of us have worked in organizations where seemingly light itself was not permitted to escape without the acquiescence and approval of the director? Sadly, there are organizations that embody some of these conditions, and the resultant adverse effects on employee productivity, creativity and morale are profound. But what if you could work in an organization in which there was little hierarchy, where rank and seniority played no part, where there were no closed meetings or doors, where everyone knows what was expected of them, and where creativity was not only tolerated but encouraged and celebrated? Was there ever such a place? There was, and it was known as NASA's Space Station Task Force. I was fortunate enough to work there for a time, and I would like to tell you how this organization with few apparent rules led to incredibly high levels of employee satisfaction and fulfillment, and yielded work products of enduring quality. On May 20, 1982, NASA Administrator James M. Beggs established the Space Station Task Force under the direction of John D. Hodge. The Task Force was charged with the responsibility for "the development of the programmatic aspects of a Space Station as they evolve, including mission analysis, requirements definition and program management," and was authorized to draw on Space Station activities at the NASA Program Offices and Field Centers. No additional conditions or directions were provided. Hodge knew that in order to accomplish the job he had been given, he was going to have to obtain the services of the "best and the brightest" and facilitate the unleashing of the full force of their creative capabilities. In order to avoid the stultifying effects of a typical hierarchical organization, he set up a loosely structured, horizontal organization with only one supervisor of record - himself. He populated this organization with detailees from Headquarters, the field Centers and the Jet Propulsion Lab, thereby assuring himself of the political and technical expertise with which to deal with Congress and the bureaucracy, and conduct the required engineering studies and analyses.

Schoenfelder, Tony E.↗
NASA NTRS2002

Three Insights About Change

Managers need to develop credibility, and need to base it upon new managerial accomplishments rather than previous ones. New and exciting jobs in management are challenging, but can lead to personal growth. Personnel who are afraid of potential negative consequences resulting from administrative changes are a hindrance to projects. An approval-seeking management style almost always fails.

Little, Terry↗
NASA NTRS1997

Refrigeration Showcases

Through the Technology Affiliates Program at the Jet Propulsion Laboratory (JPL), valuable modifications were made to refrigerator displays built by Displaymor Manufacturing Company, Inc. By working with JPL, Displaymor could address stiffer requirements that ensure the freshness of foods. The application of the space technology meant that the small business would be able to continue to market its cases without incurring expenses that could threaten the viability of the business, and the future of several dozen jobs. Research and development improvements in air flow distribution and refrigeration coil technology contributed greatly to certifying Displaymor's showcases given the new federal regulations. These modifications resulted in a refrigerator case that will keep foods cooler, longer. Such changes maintained the openness of the display, critical to customer visibility and accessibility, impulse buying, and cross-merchandising.

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NASA NTRS1995

Stress Prediction System

NASA wanted to know how astronauts' bodies would react under various gravitational pulls and space suit weights. Under contract to NASA, the University of Michigan's Center for Ergonomics developed a model capable of predicting what type of stress and what degree of load a body could stand. The algorithm generated was commercialized with the ISTU (Isometric Strength Testing Unit) Functional Capacity Evaluation System, which simulates tasks such as lifting a heavy box or pushing a cart and evaluates the exertion expended. It also identifies the muscle group that limits the subject's performance. It is an effective tool of personnel evaluation, selection and job redesign.

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NASA NTRS1996

Space Age Training

Teledyne Brown developed a computer-based interactive multimedia training system for use with the Crystal Growth Furnace in the U.S. Microgravity Laboratory-2 mission on the Space Shuttle. Teledyne Brown commercialized the system and customized it for PPG Industries Aircraft Products. The system challenges learners with role-playing scenarios and software-driven simulations engaging all the senses using text, video, animation, voice, sounds and music. The transfer of this technology to commercial industrial process training has resulted in significant improvements in effectiveness, standardization, and quality control, as well as cost reductions over the usual classroom and on-the- job training approaches.

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NASA NTRS2002

SHARP {Summer High School Apprenticeship Research Program}

The Year 2002 was another successful year for SHARP. Even after 22 years of SHARP, the Program continues to grow. There were 12 NASA Field Installations with a total of 210 apprentices who participated in the summer 2002 Program supported by 215 mentors in the fields of science and engineering. The apprentices were chosen from a pool of 1,379 applicants. This was a record year for applications exceeding the previous year by over 60%. For the second consecutive year, the number of female participants exceeded the number of males with 53% female and 47% male participants in the program. The main thrust of our recruiting efforts is still focused on underrepresented populations; especially African American, Hispanic, and Native American. At the conclusion of the summer program, most SHARP Apprentices indicated on the EDCATS that they would be interested in pursuing careers in Aerospace (56.2%) while the second largest career choice was a job at NASA (45.7%). The smallest number (11.9%) were interested in careers in the government. The table of responses is listed in the Appendix. Once again this year we were fortunate in that the SHARP COTR, Ms. Deborah Glasco, gained the support of MURED funding sources at NASA to fully fund additional apprentices and boost the number of apprentices to 210.

Glasco, Deborah↗
NASA NTRS1988

Business Jets

Learjet Inc.'s Learjet 31 and Learjet 55C both feature NASA developed winglets, nearly vertical extensions of the wing designed to reduce fuel consumption and generally improve airplane's performance. Winglets are lifting surfaces designed to operate in the vortex or air whirlpool that occurs at an airplanes wingtip. This complex flow of air creates air drag; the winglets job is to reduce the strength of the vortex and thereby substantially reduce drag, additionally the winglet generates its own lift producing forward thrust in the manner of a sailboat's sail. Combination of reduced drag and additional thrust adds up to improvement in fuel efficiency.

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NASA NTRS1988

Space Software for Automotive Design

John Thousand of Wolverine Western Corp. put his aerospace group to work on an unfamiliar job, designing a brake drum using computer design techniques. Computer design involves creation of a mathematical model of a product and analyzing its effectiveness in simulated operation. Technique enables study of performance and structural behavior of a number of different designs before settling on a final configuration. Wolverine employees attacked a traditional brake drum problem, the sudden buildup of heat during fast and repeated braking. Part of brake drum not confined tends to change its shape under combination of heat, physical pressure and rotational forces, a condition known as bellmouthing. Since bellmouthing is a major factor in braking effectiveness, a solution of problem would be a major advance in automotive engineering. A former NASA employee, now a Wolverine employee, knew of a series of NASA computer programs ideally suited to confronting bellmouthing. Originally developed as aids to rocket engine nozzle design, it's capable of analyzing problems generated in a rocket engine or automotive brake drum by heat, expansion, pressure and rotational forces. Use of these computer programs led to new brake drum concept featuring a more durable axle, and heat transfer ribs, or fins, on hub of drum.

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NASA NTRS1990

Computer Reader for the Blind

Optacon II uses the same basic technique of converting printed information into a tactile image as did Optacon. Optacon II can also be connected directly to a personal computer, which opens up a new range of job opportunities for the blind. Optacon II is not limited to reading printed words, it can convert any graphic image viewed by the camera. Optacon II demands extensive training for blind operators. TSI provides 60-hour training courses at its Mountain View headquarters and at training centers around the world. TeleSensory discontinued production of the Optacon as of December 1996.

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NASA NTRS1990

Heat Pipes

Bobs Candies, Inc. produces some 24 million pounds of candy a year, much of it 'Christmas candy.' To meet Christmas demand, it must produce year-round. Thousands of cases of candy must be stored a good part of the year in two huge warehouses. The candy is very sensitive to temperature. The warehouses must be maintained at temperatures of 78-80 degrees Fahrenheit with relative humidities of 38- 42 percent. Such precise climate control of enormous buildings can be very expensive. In 1985, energy costs for the single warehouse ran to more than $57,000 for the year. NASA and the Florida Solar Energy Center (FSEC) were adapting heat pipe technology to control humidity in building environments. The heat pipes handle the jobs of precooling and reheating without using energy. The company contacted a FSEC systems engineer and from that contact eventually emerged a cooperative test project to install a heat pipe system at Bobs' warehouses, operate it for a period of time to determine accurately the cost benefits, and gather data applicable to development of future heat pipe systems. Installation was completed in mid-1987 and data collection is still in progress. In 1989, total energy cost for two warehouses, with the heat pipes complementing the air conditioning system was $28,706, and that figures out to a cost reduction.

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NASA NTRS1987

Shuttle Technology for Earth Laboratories

Pyran System represents a major advancement in control of pyrolysis, the technology of subjecting organic material to selected temperatures to break them down into their component parts, and that the system offers capabilities unavailable. Pyran System is designed for rapid automated analysis of the composition of organic matter. It is capable of heating samples to 1,130 degrees fahrenheit with infrared heat at a precisely controlled atmosphere. In order to do this with the degree of control and repeatability desired, the developers of the Pyran system decided they would need a special type of material to insulate the heating chambers. They adopted the shuttle tiles for the difficult insulating job. The tiles provide superior insulating characteristics needed, and they can be readily cut and formed to fit the heating chambers.

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NASA NTRS2002

Adventures in Computational Grids

Sometimes one supercomputer is not enough. Or your local supercomputers are busy, or not configured for your job. Or you don't have any supercomputers. You might be trying to simulate worldwide weather changes in real time, requiring more compute power than you could get from any one machine. Or you might be collecting microbiological samples on an island, and need to examine them with a special microscope located on the other side of the continent. These are the times when you need a computational grid.

Walatka, Pamela P.↗
NASA NTRS2002

A Gentle Touch

One aspect of my job as Payload Manager on the Advanced Composition Explorer (ACE) mission involved keeping track of what the different science teams were working on, and offering help where it was needed. At first it seemed like many of the scientists or their technical staff were not sure how safe it was to confide in me. Everybody knew I had spent most of my career with NASA at the Jet Propulsion Laboratory (JPL). All of my staff, initially four of them, came from JPL too. Left to our own devices, would we impose onerous NASA rules that could stifle innovation in the ACE (Advanced Composition Explorer) mission instrument development labs? The challenge to my team was getting the science groups to regard us as partners, or as people who could help them rather than as what they seemed to expect--a troop of requirements enforcers.

Frandsen, Allan↗
NASA NTRS2002

Customer Responsiveness

If you know anyone who's been involved in building a spacecraft, I'm sure you've heard the mantra, 'Test what you fly, and fly what you test.' Listen to a project manager from my institution (The Johns Hopkins Applied Physics Laboratory, a.k.a. APL) talking in his or her sleep, and this is likely what you're going to hear. At APL, we do a lot of testing. We probably do more testing in the initial stages of a project than we could explain to review boards. Perhaps we are conservative in this respect, but our project managers and engineers believe in getting a good night's sleep before a launch, and testing is a good way of ensuring that. So you can imagine my reaction when the NASA project manager, Don Margolies, suggested that on the Advanced Composition Explorer (ACE) mission we pull all the instruments off the spacecraft after we had just completed the full range of environmental testing. This would allow the scientists to do a better job of calibrating their instruments.

Chiu, Mary↗
NASA NTRS2002

Two Outs, Bottom of the Ninth

It was eight months before launch when my second Flight Operations Team lead said he was leaving the project for another job. Six months earlier, the original lead had said he was leaving. I was stunned--but I remained confident that we would recover. I didn't expect to lose the second lead. After all, lightning is not supposed to strike twice in the same place. This time, with only eight months until launch, I was very much concerned. No, 'concerned' is probably too mild a word. Let's get it right: I was sweating. Losing a lead at any stage presents problems, but two losses within 6 months of each other can definitely shake the confidence of an inexperienced Flight Ops Team.

Snow, Frank↗
NASA NTRS1986

Bolting Technology

With NERAC assistance, Raymond Engineering has developed a line of sophisticated tools for producing and controlling high torques that affect bolted joints in various applications. Information from NERAC was also useful in designing and presenting a series of Raymond Bolting Seminars. The new tools have increased sales and created jobs.

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