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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 NTRS2013

Neutron Characterization for Additive Manufacturing

Oak Ridge National Laboratory (ORNL) is leveraging decades of experience in neutron characterization of advanced materials together with resources such as the Spallation Neutron Source (SNS) and the High Flux Isotope Reactor (HFIR) shown in Fig. 1 to solve challenging problems in additive manufacturing (AM). Additive manufacturing, or three-dimensional (3-D) printing, is a rapidly maturing technology wherein components are built by selectively adding feedstock material at locations specified by a computer model. The majority of these technologies use thermally driven phase change mechanisms to convert the feedstock into functioning material. As the molten material cools and solidifies, the component is subjected to significant thermal gradients, generating significant internal stresses throughout the part (Fig. 2). As layers are added, inherent residual stresses cause warping and distortions that lead to geometrical differences between the final part and the original computer generated design. This effect also limits geometries that can be fabricated using AM, such as thin-walled, high-aspect- ratio, and overhanging structures. Distortion may be minimized by intelligent toolpath planning or strategic placement of support structures, but these approaches are not well understood and often "Edisonian" in nature. Residual stresses can also impact component performance during operation. For example, in a thermally cycled environment such as a high-pressure turbine engine, residual stresses can cause components to distort unpredictably. Different thermal treatments on as-fabricated AM components have been used to minimize residual stress, but components still retain a nonhomogeneous stress state and/or demonstrate a relaxation-derived geometric distortion. Industry, federal laboratory, and university collaboration is needed to address these challenges and enable the U.S. to compete in the global market. Work is currently being conducted on AM technologies at the ORNL Manufacturing Demonstration Facility (MDF) sponsored by the DOE's Advanced Manufacturing Office. The MDF is focusing on R&D of both metal and polymer AM pertaining to in-situ process monitoring and closed-loop controls; implementation of advanced materials in AM technologies; and demonstration, characterization, and optimization of next-generation technologies. ORNL is working directly with industry partners to leverage world-leading facilities in fields such as high performance computing, advanced materials characterization, and neutron sciences to solve fundamental challenges in advanced manufacturing. Specifically, MDF is leveraging two of the world's most advanced neutron facilities, the HFIR and SNS, to characterize additive manufactured components.

Watkins, Thomas↗
NASA NTRS2017

Hyper-Spectral Communications, Networking and ATM as Foundation for Safe and Efficient Future Flight: Transcending Aviation Operational Limitations with Diverse and Secure Multi-Band, Multi-Mode, and mmWave Wireless Links: Project Overview, Aviation Communications and New Signaling

NASA's Aeronautics Research Mission Directorate (ARMD) has recently solicited proposals and awarded funds for research and development to achieve and exceed the goals envisioned in the ARMD Strategic Implementation Plan (SIP). The Hyper-Spectral Communications and Networking for Air Traffic Management (ATM) (HSCNA) project is the only University Leadership Initiative (ULI) program to address communications and networking (and to a degree, navigation and surveillance). This paper will provide an overview of the HSCNA project, and specifically describe two of the project's technical challenges: comprehensive aviation communications and networking assessment, and proposed multi-band and multimode communications and networking. The primary goals will be described, as will be research and development aimed to achieve and exceed these goals. Some example initial results are also provided.

aeronautics↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗
NASA NTRSDate not supplied

NASA Research to Expand UAS Operations for Disaster Response

Natural disasters can result in the loss of life and cost governments and private industry billions to recover each year. Over the past decade the rate and severity of natural disasters such as wildfires and hurricanes have resulted in increasingly negative impacts to communities, public health, natural ecosystems, and the economy. To help reduce these impacts, NASA’s Aeronautics Research Mission Directorate is working to advance technologies and enable the safe and efficient inclusion of novel aviation applications to better assist in disaster response. To execute on these efforts, NASA’s Advanced Capabilities for Emergency Response Operations (ACERO) and System-Wide Safety (SWS) projects have developed coordinated strategic research plans focused on aviation operations for disaster response. The ACERO project will be a multi-year effort that focuses on enabling the use of uncrewed aircraft systems (UAS) to improve firefighter safety and efficiency and enable the use of UAS to conduct new missions such as logistics and aerial suppression. The ACERO project will demonstrate technologies that support the Second Shift concept, enabling UAS and ground technologies to support aerial suppression in degraded visual conditions (e.g., heavy smoke, nighttime). The SWS project will be a multi-year effort that focuses on addressing the key safety barriers that are preventing the authorization of UAS operations in a variety of increasingly complex disaster response applications: post-hurricane response, medical courier, and urban disaster response. The SWS project will demonstrate an In-Time Aviation Safety Management System (IASMS) designed to effectively monitor, assess, and mitigate safety risks associated with hazards to UAS operations for disaster response. This paper will provide a deeper insight into NASA’s research and development plans and discuss how solutions developed in partnership with industry stakeholders and federal agencies will improve disaster response across the globe.

disaster response↗
NASA NTRSDate not supplied

NASA Extravehicular Activity Technology Roadmaps for Exploration

The National Aeronautics and Space Administration (NASA) has developed and matured many technologies over the decades to advance extravehicular activity (EVA) systems. Over the last 15 years, major steps were taken to advance the technology with the Exploration Extravehicular Mobility Unit (xEMU) government reference design at the Johnson Space Center (JSC) in Houston, Texas. The xEMU builds on the lessons learned of the Apollo, Space Shuttle, and International Space Station (ISS) EMUs, evolving the technology to increase performance for extreme environments. As NASA sets its goals toward Earth’s Moon and Mars, a spacesuit design tolerable of gravity and dust will be needed for these adverse environments. NASA has used roadmaps as the means of documenting actionable plans for strategizing technology developments needed to meet NASA’s mission and goals. To help reach and create a sustained presence on the Moon, NASA procured EVA services from industry through the Exploration EVA Services (xEVAS) contract. These services include certified contractor-provided spacesuits, tools, equipment, vehicle interfaces, and support to training and real-time operations. NASA will now focus on a mission to Mars. NASA leadership has set goals and objectives related to the Agency’s vision and a Moon to Mars (M2M) strategy. This paper presents an organizational framework to provide insight into how NASA’s vision is realized. Additionally, this paper covers the maturation and development of the spacesuit technology and reveals the EVA technology roadmaps for the M2M Program. These EVA roadmaps visualize an actionable path to EVA capabilities needed for Mars exploration.

Cinda Chullen↗
NASA NTRSDate not supplied

Crew Health and Performance (CHP) Technology Roadmaps

The Environmental Control and Life Support System (ECLSS) – Crew Health and Performance (CHP) Systems Capability Leadership Team (SCLT) is a community of practice (not a funded program) sponsored by Headquarters to develop, retain, and infuse the ECLSS and CHP capabilities necessary to enable the human exploration of the Moon and Mars through the integration and empowerment of experts across NASA, other government agencies, commercial industry, and academia. The goals of the SCLT are as follows: Use the Architecture Definition Document use cases and functions to identify gaps in NASA’s current technological capabilities to meet Agency objectives and develop strategies and roadmaps for closing such gaps Make technical/strategic recommendations on ECLSS and CHP technology development efforts and investments for PPBE, acquisition strategies, and leveraging NASA’s critical capabilities Establish key performance parameters and participate in key program and project reviews Maintain cognizance of relevant ECLSS and CHP national and international technology activities in government, industry, and academia, specifically, emerging innovations and technologies, trends, and opportunities Coordinate with commercial and international partners to identify areas of mutual interest and cooperation Support future mission and system architecture studies for human exploration This document is intended to be a comprehensive overview of the strategic development plans, or Roadmaps, of key technologies and capabilities identified by the SCLT. Each Roadmap is organized by Capability Gap as the gap name and number appears in STARPort, follows a fiscal year timeline, and displays any additional information on milestones, decision points, or important details on the right-hand side of the page. The Roadmaps should be used to facilitate discussion, decision making, and planning for programs and development projects, but are not expected to accurately depict the details and statuses of the projects and tasks appearing within the plans.

Human Health and Performance↗
DOE OSTI2024

Sources and Strategies for Clean Energy Financing

This presentation discusses financing strategies and examples for a range of Energy Efficiency Conservation Block Grant-eligible clean energy initiatives. Beginning with a brief overview of project development and financing, it will address public and private funding sources, ownership models, and key considerations to help practitioners choose among different approaches. The discussion will include examples from three project categories: strategic and planning activities, incentives and structured finance, and direct infrastructure investment.

clean energy↗
DOE OSTI2025

Modernizing the Nuclear Industry and New Ways of Working

Nuclear energy is recognized as the most feasible energy source towards achieving nation-wide net-zero goals (COP 208, MIT). Additionally, the demand for reliable, consistent energy supply is soaring with the construction of energy hungry data centers and AI tools. This means the construction of new nuclear and the continuation of current nuclear are a high national priority. However, this leaves the nuclear industry with a workforce challenge. The rising demand for nuclear power is threatened by an underpopulated workforce. There exist a few contributors to the decreased workforce such as skewed workforce demographics resulting in large-scale workforce retirement. Also, some plants have observed difficulty hiring and retaining skill sets that typically comprise the nuclear power workforce – specifically skilled craftsman. Those who are graduating with desirable skills are seeking employment in sectors that are more modern and culturally more aligned with younger generational values. Lastly, within the nuclear sector, skilled employees will be a competitive commodity as advanced plants come online offering work environments that incorporate modern technologies, skill sets, and opportunities for career advancement. These factors emphasize the need for legacy plants to modernize with a focus on the workplace environment and culture that meets younger generations’ skills, cultural expectations, and desire for advancement opportunities. Nuclear plants are actively engaged in deploying advancements that improve the management of systems, structures, and components as well as process improvements and technologies that can reduce the costs of operation and maintenance. However, the advancements must also be analyzed, reviewed and deployed in a manner that considers the impact on how people within the organization collaborate, communicate, make decisions, and solve problems. Neglecting to consider the cultural impact of modernization risks poor adoption, unrealized opportunities, or insignificant change toward helping attract new employees. The traditional way of working is not necessarily the way new generations want to engage with their employer. For instance, in a survey performed by North American Young Generation in Nuclear the top three reasons for younger nuclear employees to seek other job opportunities was seeking better work-life balance, a lack of advancement opportunities, and work culture and leadership style differences (Smyth et al. 2022). Integrated Operations for Nuclear (ION) is an approach for the nuclear industry to create long-term strategic modernization plans and analyze each advancement for the impact on people and processes and measure how those impacts flow up to support high-level, long-term plant goals and requirements. One principle of ION is to replace the current labor-centric operation style in legacy nuclear plants with data-centric collaborative operation styles. This paper will explain how transitioning operations to leverage centralized skills and responsibility, multi-skilled teams, and collaborative decision making can flatten the hierarchical structure in plants, enable greater individual efficacy while also offering more experiences and advancement opportunities to staff. Adopting the ION way of working shifts the industry mind-set towards more networked, collaborative, and modern way of working that will attract skilled, next-generation workers to operate the legacy nuclear fleet.

99 - GENERAL AND MISCELLANEOUS↗
DOE OSTI2026

Technical Assistance for the Makah Tribe, Washington

The Energy Technology Innovation Partnership Project (ETIPP) worked with the Makah Tribe on strategic energy planning, including scoping future energy needs of relocated facilities, understanding the potential for new energy generation options to support current and future energy demand, and supporting communication and capacity-building goals.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2026

Wai'anae Moku Resilience Hub Network ETIPP Deep-Dive Technical Assistance

In 2024, organizations representing communities in the Wai'anae moku, with support from the National Laboratory of the Rockies (NLR) and Hawai'i State Energy Office (HSEO) through an ETIPP Strategic Energy Planning engagement, developed the Wai'anae Moku Community Energy Plan, along with a companion report from NLR. The plan identified five priority focus areas and associated projects to support an energy vision of Wai'anae moku community representatives. The 2026 ETIPP Deep Dive Technical Assistance focuses explicitly on the project identified as highest priority in the plan: support for resilience hub network design and analysis. This fact sheet outlines the scope of technical assistance, benefits of participation the project, and roles and contact information for partners in the project.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS1983

Man's role in a remote orbital servicing system

The Remote Orbital Servicing System (ROSS), a focal point for NASA research in automation and robotics, is discussed in terms of the role of man in such a system. In the supervisory control mode, the ROSS operator inputs high-level goals to a strategic (nonreal-time) planner which then passes the plan or series of actions to a tactical (real-time) planner which executes the plan. Using directed control, man makes more specific commands to perform strategic planning with or without the use of the automated strategic planner. Shared computer/manual control will require a multifunction interactive display. At the teleoperator control level, a hand controller is used to command the ROSS manipulator and end effectors.

Pennington, J. E.↗
NASA NTRS2011

Strategic Implications of Human Exploration of Near-Earth Asteroids

The current United States Space Policy [1] as articulated by the White House and later confirmed by the Congress [2] calls for [t]he extension of the human presence from low-Earth orbit to other regions of space beyond low-Earth orbit will enable missions to the surface of the Moon and missions to deep space destinations such as near-Earth asteroids and Mars. Human exploration of the Moon and Mars has been the focus of numerous exhaustive studies and planning, but missions to Near-Earth Asteroids (NEAs) has, by comparison, garnered relatively little attention in terms of mission and systems planning. This paper examines the strategic implications of human exploration of NEAs and how they can fit into the overall exploration strategy. This paper specifically addresses how accessible NEAs are in terms of mission duration, technologies required, and overall architecture construct. Example mission architectures utilizing different propulsion technologies such as chemical, nuclear thermal, and solar electric propulsion were formulated to determine resulting figures of merit including number of NEAs accessible, time of flight, mission mass, number of departure windows, and length of the launch windows. These data, in conjunction with what we currently know about these potential exploration targets (or need to know in the future), provide key insights necessary for future mission and strategic planning.

Drake, Bret G.↗
DOE OSTI2024

Zero-Emissions Roadmap for Oakland County

This document outlines a strategic pathway for Oakland County, Michigan to achieve zero emissions by 2050 under the Clean Energy to Communities (C2C) Program. The report encompasses analyses and high-level modeling to guide Oakland County in its emission reduction goals. Key methods include establishing an emissions inventory baseline with ongoing evaluation of future projects’ emissions impacts. Core elements include decommissioning old infrastructure, enhancing energy efficiency, deploying hybrid and ground-source heat pumps, and transitioning to electric fleets. It is proposed to structure the planning process into 5-year strategic plans to make the decarbonization process manageable. The document also emphasizes the need for reassessment of goals and periodic updates to remain adaptive to technological advancements and funding considerations. A matrixed approach for evaluating projects by cost and emissions savings is suggested to optimize decision-making given finite resources.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS1989

Automating Space Station operations planning

The development and implementation of the operations planning processes for the Space Station are discussed. A three level planning process, consisting of strategic, tactical, and execution level planning, is being developed. The integration of the planning procedures into a tactical planning system is examined and the planning phases are illustrated.

Ziemer, Kathleen A.↗
NASA NTRS1991

SSTAC/ARTS review of the draft Integrated Technology Plan (ITP). Volume 6: Controls and guidance

Viewgraphs of briefings from the Space Systems and Technology Advisory Committee (SSTAC)/ARTS review of the draft Integrated Technology Plan (ITP) on controls and guidance are included. Topics covered include: strategic avionics technology planning and bridging programs; avionics technology plan; vehicle health management; spacecraft guidance research; autonomous rendezvous and docking; autonomous landing; computational control; fiberoptic rotation sensors; precision instrument and telescope pointing; microsensors and microinstruments; micro guidance and control initiative; and earth-orbiting platforms controls-structures interaction.

Source record↗
DOE OSTI2025

Trends and 2025 Insights on the Rise of Electric Vehicles in the USA

Plug-in electric vehicles (EVs) are reshaping the transportation energy landscape, providing a practical alternative to petroleum fuels for a growing number of applications. EV sales grew 55x in the past decade (2014-2024) and 6x since 2020, driven by technological progress enabled by policies to reduce transportation emissions as well as industrial plans motivated by strategic value of EVs for global competitiveness, jobs and geopolitics. In 2024, 22% of passenger cars sold globally were EVs and opportunities for EVs beyond on-road applications are growing, including solutions to electrify off-road vehicles, maritime and aviation. This Review updates and expands our 2020 assessment of the scientific literature and describes the current status and future projections of EV markets, charging infrastructures, vehicle-grid integration and supply chains in the USA. EV is the lowest-emission motorized on-road transportation option, with life-cycle emissions decreasing as electricity emissions continue to decrease. Charging infrastructure grew in line with EV adoption but providing ubiquitous reliable and convenient charging remains a challenge. EVs are reducing electricity costs in several US markets and coordinated EV charging can improve grid resilience and reduce electricity costs for all consumers. The current trajectory of technology improvement and industrial investments points to continued acceleration of EVs.

33 ADVANCED PROPULSION SYSTEMS↗