Results for “BUSINESS” — Page 38

DOE OSTI2020

Establishing a Technical Assistance Network to Build Capacity in Southwest Alaska (Southwest Alaska Energy Network - Final Report)

The Southwest Alaska Municipal Conference (SWAMC) is a non-profit regional membership economic development organization that represents the Aleutian/Pribilof Islands, Bristol Bay, and Kodiak regions of southwest Alaska. SWAMC applied for the DOE-OIE Establishment of an Inter-Tribal Technical Assistance Energy Providers Network grant FOA to work with our partners to provide energy planning and project development technical assistance. The project team was made up of SWAMC, three regional organizations, a management consulting firm, and a panel of technical consultants. SWAMC sub-contracted with the three Alaska Native regional non-profit organizations – Aleutian Pribilof Islands Association (APIA), Bristol Bay Native Association (BBNA), and Kodiak Area Native Association (KANA) – to fund full or partial Regional Energy Coordinator (REC) positions. The project period ran from September 2016 to March 2020. The project goal was to help southwest Alaska regional tribal partners and communities to develop efficient and financially sustainable structures for identifying and developing energy projects that enhance community resiliency and energy sustainability. This project established energy coordinators and management structures in the Aleutian, Bristol Bay, and Kodiak regions to expand technical assistance capacity of regional residents; demonstrate this capacity by advancing energy efficiency, heat, and power supply projects; and secure long-term funding commitments to establish a sustained technical assistance structure. The project team expanded technical assistance capacity of energy coordinators and regional stakeholders in several ways: by providing funding for the SWAMC project manager to attend three Office of Indian Energy trainings; for energy coordinators to attend numerous energy conferences; for utility clerks from several villages to receive one-on-one reporting training on Alaska’s Power Cost Equalization electric subsidy program; and for the Kodiak REC to complete the Arctic Remote Energy Networks Academy and NREL’s Executive Energy Leadership Academy. The energy coordinators demonstrated and shared their increased capacity by hosting several public events: SWAMC hosted two full-day energy workshops in February 2017 and 2018; the Kodiak REC hosted seven Energy Committee meetings for Kodiak stakeholders and gave several presentations at other events; and SWAMC and BBNA organized a Bristol Bay Regional Energy Visioning Session in May 2019. The project team created platforms to both share and request information to involve energy stakeholders in this project, including an energy website, a Facebook group, a periodic newsletter, surveys, mass emails, and paper mailers. An increase in regional capacity was demonstrated through several grant awards, including a $1.2 million USDA grant for Akhiok for an electric distribution infrastructure replacement; an AHFC Kickstarter grant for Aleknagik to audit 2 Tribal and 3 City buildings; and installation of an Air Source Heat Pump demonstration project in Atka. Two communities and one region – Ouzinkie (May 2017), Ugashik (July 2017), and the Bristol Bay region (May 2019) – utilized DOE’s technical assistance services to hold Strategic Energy Planning sessions with NREL and DOE facilitation assistance. And in early 2018, SWAMC established a parallel program, funded through a USDA Energy Audit and Renewable Energy Development grant to provide subsidized energy audits for small businesses in the region. SWAMC and partners have now completed energy audits of over 60 businesses (buildings and fishing vessels) and are currently operating a third round of the USDA program. Fifteen of those business owners have now received additional grant funding to cover 25% of the cost of the energy efficiency upgrades identified in the audit. This technical assistance structure will be sustained beyond DOE grant funding in several forms. As a sign of increased grant writing and project management capacity, the Kodiak Regional Energy Coordinator applied for and received a USDA Community Facilities Technical Assistance and Training grant to continue work begun under this program. Energy coordination tasks have been folded into existing economic development positions at SWAMC and at BBNA, ensuring long-term outreach and support in the region.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2020

Analysis and Planning Framework for Nuclear Plant Transformation

Commercial nuclear power in the United States has been an unqualified success by any measure, providing low cost, carbon-free, and safe baseload electricity for decades. The industry today is at the peak of its historical performance in terms of generation output, reliable operations, and demonstrated nuclear safety. However, it is no longer among the lowest-cost electric generation sources with the emergence of subsidized renewables and shale gas generation. The business model that has served the operating nuclear fleet so well over its life is now a drag on cost performance due to its reliance on a large highly skilled labor force. In contrast, digital technology and innovation are enabling dramatic efficiencies in energy production, resulting in fierce competition for a commodity such as electricity. The nuclear power industry has responded to this challenge with many initiatives to improve efficiency and modernize plant equipment, especially where reliability and obsolescence issues are pressing. However, it would be a missed opportunity to merely modernize the plant components and the work processes of an outdated business model that was formulated to manage the technology of the 1960s. Rather, the greater opportunity is to transform that business model to one that fully exploits the capabilities of modern digital technology, resulting in substantially lower production costs and sustainable market viability. One successful example of such transformation is the concept of Integrated Operations, which was introduced into the North Sea oil and gas industry a couple of decades ago when the profitability of operating these fields was severely threatened by low world petroleum prices and the high overhead of operating the offshore oil and gas platforms. This effort resulted in significant changes to how these oil fields were operated and allowed the industry to continue profitable operation of these platforms. This example has some remarkable parallels to the U.S. commercial nuclear industry as described in the next section. This report provides an analysis and planning framework for such a nuclear plant operating model transformation based on the transferable learnings from the North Sea transformation. This framework is termed Integrated Operations for Nuclear or ION. This report describes the key principles and methods of Integrated Operations and how they are being applied in a collaboration between the DOE Light Water Reactor Sustainability Program and Xcel Energy in an initiative to transform its operating model for performance improvement and long-term sustainability. It describes a method to bring the operating costs of a nuclear fleet in line with market-based pricing, transforming work functions to reduce cost with technology innovations. This initiative will continue over the next several years in the detailed development of transformative concepts for nuclear plants, which will be published as follow-up to this initial report on Integrated Operations for Nuclear.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

DOE OSTI2019

Technology-Enabled Risk-Informed Maintenance Strategy to Minimize Operation and Maintenance Costs

The domestic fleet of nuclear power plants (NPPs) is facing a unique economic sustainability challenge in today’s energy market due to high total operating costs. One of the major contributors to the total operating cost of an NPP is the operations and maintenance (O&M) budget, which includes labor-intense preventive maintenance (PM) programs. PM programs involve manually performing inspection, calibration, testing, and maintenance of plant assets at periodic frequencies, as well as time-based replacement of assets, irrespective of individual asset condition. This approach, combined with the push to achieve high capacity factors, has resulted in a labor-centric business model. It is time to transition from this labor-centric business model to a technology-centric business model that will enable an optimal maintenance strategy by eliminating unnecessary costs associated with time-based PM activities. To enable this transition, the commercial nuclear industries are utilizing and developing reliable methodologies, based on available state of the art technologies, which facilitate assessing equipment condition and the dynamic risk of failure. The U.S. Department of Energy’s Idaho National Laboratory (INL) under the Light Water Reactor Sustainability (LWRS) Program is partnering with PKMJ Technical Services and Public Service Enterprise Group (PSEG) Nuclear, LLC to develop and demonstrate a deployable risk-informed predictive maintenance strategy to eliminate unnecessary O&M costs for an identified plant system, laying the foundation for scale-up to the entire plant. Recently developed technologies such as advanced wireless and wired sensors, data analytics, and risk assessment methodologies will support this transition. The technology-centric O&M model will result in significant automation and lay the foundation for real-time condition assessment of plant assets, thus enabling condition-based maintenance and enhancing plant safety, reliability, and economics of operation.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗

DOE OSTI2020

Readiness Evaluation for Sustained Operations

Readiness evaluation for sustained operations is a continuous function that progresses from overseeing establishment of five key programmatic elements during design and construction phases to monitoring the output of those elements performing during commissioning and operations. Continuously assessing readiness for sustained operations becomes an important business function for the U.S. Department of Energy’s Office of River Protection as competition for federal funds increases with increasing waste treatment operations throughout the Office of Environmental Management complex. The five key programmatic elements are as follows: Risk management – Risks and opportunities should prioritize continuous improvement initiatives and be informed by the design and technical authorities and stakeholder monitors. Continuous improvement – All levels of the project organization should exhibit commitment to continuous improvement and learning. Continuity of design and technical authorities – The authorities are responsible for managing knowledge for its effective use in the other elements. Stakeholder monitoring – Active and deliberate monitoring of stakeholder relationships. Sustained operations integrated business planning – Integrated business planning in a federal environment competitive for congressional funding.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2022

6.26 Low Cost Basalt Fiber for Automotive Applications

Vehicle lightweighting is an essential component to the automotive industry to improve fuel economy of internal combustion engine (ICE) vehicles to meet ever improving emission standards and to improve the range of electric vehicles (EV). Composite materials offer high specific modulus and specific strength, which makes them appealing for these light weighting efforts. Sheet molding compounds (SMC) are particularly interesting from an automotive perspective because of the relatively low cost and high volume of producing SMC parts. Traditionally, composite materials for automotive application are glass fiber reinforced because of the attractive price - performance ratio, but basalt fibers are a cost and recycling competitive reinforcement alternative in this market. The aim of this project was to examine the feasibility of utilizing basalt fiber for automotive applications. More specifically, an effort was made to examine different fiber sizings on basalt fiber combined with vinyl-ester (VE) resin, and their performance as part of an SMC process. In addition to offering vehicle lightweighting with fiber reinforced polymer composites, basalt fiber is a fully recyclable material and thus supports the IACMI technical goal of: Demonstrate that the technology is capable at a sufficient scale for >80% recyclability or reuse of fiber reinforced polymer composites in five years into useful components with projected cost and quality at commercial scale competitive with virgin materials on a pathway to 95% recyclability or reuse starting in ten years. Three different fiber sizings were applied to a continuous roving of basalt fiber and compared to a traditional Electrical/Chemical Resistance (E-CR) glass fiber that is typically used in these types of applications. Fiber tows were examined for Loss on Ignition percentage (LOI%), Tex, and tow strength. Some sizings clearly outperformed others, and the ability to process these fibers on a pilot scale SMC line was demonstrated. A test plan for the manufacturing and mechanical testing of SMC panels was developed. This work continues outside the time frame allocated for this project. When this work is completed, it will be added to this report and posted as Appendix C. Glass fiber reinforced SMC materials have already proven feasible as a light weighting method for traditionally steel parts like the Volkswagen (VW) Atlas lift-gate (Figure 1); this project team is seeking the feasibility of basalt fiber as a drop-in replacement for glass fiber reinforced SMC. Sizing development for basalt fibers has proven that the mechanical properties are better than E-glass and closer to S-glass, which makes it an interesting material for SMC applications. Better mechanical properties translate to less material needed to achieve load case requirement for target applications. The business case has already been demonstrated for 100,000 parts per year of glass fiber reinforced SMC Atlas lift-gates compared to traditional steel manufacturing processes. Reduced overhead and assembly costs are offset by glass fiber SMC higher cost per kg beyond 100,000 parts per year, which is still a relatively low volume for the automotive industry. For basalt fiber reinforced SMC to become feasible for automotive applications, the price-performance ratio has to be precisely determined. Based on the mechanical performance it is possible to establish a range of applications and technical solutions in which the potential of basalt SMC can be utilized, while the price of the material can be used to compile the business case for such applications. Based on these business cases and the sustainability indicators, glass fiber reinforcement (or other) materials can be directly substituted. Volkswagen’s commitment to reducing carbon emissions cannot be understated. Basalt fiber shows promise of reducing the carbon footprint in SMC materials, especially if sizing optimizations can be made with thermoplastic based SMC. To fully realize the value of basalt fiber reinforced materials, a lifecycle cost analysis should be performed on basalt’s production and recycling, and then compared against E-glass. From this assessment, a true judgement can be made on the commercialization potential of this material. Figure 1. Example of Fiber Reinforced Polymer Composite Liftgate As a conclusion, we can state that Mafic basalt fiber is not a direct replacement for E-glass or E-CR glass based on price, but should be considered a technical solution when E-glass does not provide adequate performance in a composite design and S-glass, aramid and carbon fibers are too costly. Mafic basalt fiber can be placed on the high-performance fiber spectrum next to S-glass for performance but at one third the price. It should be considered for more technically challenging structural designs wherein the performance can demonstrate 20-25% performance enhancement over E-glass to elicit more strength or a weight reduction. Both Michelman and Mafic produce thermoplastic sizings which, in combination with Nylon and polypropylene resin and fibers, can further advance high speed composite implementations while maintaining an eco-friendly manufacturing process.

36 MATERIALS SCIENCE↗

DOE OSTI2024

Is Clean Hydrogen Production a Good Fit for Questa? (Final Economic Impact Results) [Slides]

The Village of Questa, New Mexico is aiming to become a regional clean energy hub with robust and diverse employment opportunities for the local community supported by the energy sector and by other businesses inspired or attracted by abundant clean energy, outdoor recreation, and cultural opportunities. A coalition of stakeholders in the Village of Questa, comprising the Village, Kit Carson Electric Cooperative (KCEC), Questa Economic Development Fund, and Chevron, is exploring options to develop hydrogen production facilities as an opportunity to create jobs, provide reliable clean energy, and utilize former mine resources. Questa is home to a molybdenum mine owned by Chevron that closed in 2014. Several residents in Questa and surrounding communities lost their jobs when the mine closed and transitioned from active operations into environmental remediation. Although remediation efforts have been ongoing since 2014 and are expected to continue for at least 16 more years, the number of jobs with Chevron is much smaller now than it was before the closure. Between available workforce, brownfield land, and water rights formerly supporting mine operations but now in a transition period, there are considerable local resources that could be directed toward clean energy generation. Questa's electricity supply is already 100% solar during daylight hours thanks to Kit Carson Electric Cooperative's (KCEC's) strategic decision-making and partnering over the last decade. Now, Questa, KCEC, and Chevron are exploring the potential costs and benefits of siting an electrolytic hydrogen production facility and additional solar photovoltaic (PV) capacity in Questa to further advance the region's clean energy economy. In this report, we estimated the potential economic impacts (i.e., jobs, value added, gross output, tax revenue) of constructing and operating a combined hydrogen (32 MW polymer electrolyte membrane electrolizer + 7.5 MW fuel cell) and solar facility (22.5 MW) in the Village of Questa, as well as the resulting economic spillovers to Taos County and the state of New Mexico. We employ an input-output model that leverages IMPLAN's economic data for the region complemented by construction and operating expenses estimated by NREL and feedback from the local coalition to evaluate the direct, indirect and induced effects of the project construction (transient impacts) and operation (more permanent impacts). Based on the area's average trade profile, feedback from the coalition and current market conditions, these projects are expected to support 487 full-time equivalent jobs during construction, generating $\$24$ million in income for those workers and $\$82$ million in local economic activity in the state. Of those jobs, 106 are expected to be construction sector jobs. These investments are also estimated to add $\$36.5$ million to New Mexico's gross state product (GSP). In the Village of Questa, we estimate 16 jobs will be supported in construction and transportation industries, generating $\$0.9$ million in earnings. In Taos County, the construction phase is expected to support 285 jobs primarily in construction and professional services, while manufacturing jobs dominate the results for the Rest of New Mexico. The Village is also estimated to receive $\$0.9$ million in tax revenue from the construction phase alone. Once in operation, the project continues to impact the state and Questa. Around 20 jobs (full-time equivalent for each year of operation) are supported across New Mexico, with approximately 11 directly employed in Questa by both facilities. The total annual local economic activity supported by ongoing operations is just over $\$1.3$ million/yr, generating $\$1.6$ million/yr in additional income in the state. Annual operations are estimated to add $\$2.1$ million to the state's GSP. The Village is expected to receive around $\$43,000$/yr in tax revenue. Impacts vary significantly depending on which businesses are supplying materials, equipment and services, and where construction workers reside. Choosing local suppliers will most benefit Questa and the New Mexico economy, adding up to 500 jobs during construction and 13 long-term jobs. Local and state governments may consider ways to incentivize local businesses in order to maximize economic benefits.

08 HYDROGEN↗

DOE OSTI2024

Is Clean Hydrogen Production a Good Fit for Questa? Final Economic Impact Results

The Village of Questa, New Mexico is aiming to become a regional clean energy hub with robust and diverse employment opportunities for the local community supported by the energy sector and by other businesses inspired or attracted by abundant clean energy, outdoor recreation, and cultural opportunities. A coalition of stakeholders in the Village of Questa, comprising the Village, Kit Carson Electric Cooperative (KCEC), Questa Economic Development Fund, and Chevron, is exploring options to develop hydrogen production facilities as an opportunity to create jobs, provide reliable clean energy, and utilize former mine resources. Questa is home to a molybdenum mine owned by Chevron that closed in 2014. Several residents in Questa and surrounding communities lost their jobs when the mine closed and transitioned from active operations into environmental remediation. Although remediation efforts have been ongoing since 2014 and are expected to continue for at least 16 more years, the number of jobs with Chevron is much smaller now than it was before the closure. Between available workforce, brownfield land, and water rights formerly supporting mine operations but now in a transition period, there are considerable local resources that could be directed toward clean energy generation. Questa's electricity supply is already 100% solar during daylight hours thanks to Kit Carson Electric Cooperative's (KCEC's) strategic decision-making and partnering over the last decade. Now, Questa, KCEC, and Chevron are exploring the potential costs and benefits of siting an electrolytic hydrogen production facility and additional solar photovoltaic (PV) capacity in Questa to further advance the region's clean energy economy. In this report, we estimated the potential economic impacts (i.e., jobs, value added, gross output, tax revenue) of constructing and operating a combined hydrogen (32 MW polymer electrolyte membrane electrolizer + 7.5 MW fuel cell) and solar facility (22.5 MW) in the Village of Questa, as well as the resulting economic spillovers to Taos County and the state of New Mexico. We employ an input-output model that leverages IMPLAN's economic data for the region complemented by construction and operating expenses estimated by NREL and feedback from the local coalition to evaluate the direct, indirect and induced effects of the project construction (transient impacts) and operation (more permanent impacts). Based on the area's average trade profile, feedback from the coalition and current market conditions, these projects are expected to support 487 full-time equivalent jobs during construction, generating $\$24$ million in income for those workers and $\$82$ million in local economic activity in the state. Of those jobs, 106 are expected to be construction sector jobs. These investments are also estimated to add $\$36.5$ million to New Mexico's gross state product (GSP). In the Village of Questa, we estimate 16 jobs will be supported in construction and transportation industries, generating $\$0.9$ million in earnings. In Taos County, the construction phase is expected to support 285 jobs primarily in construction and professional services, while manufacturing jobs dominate the results for the Rest of New Mexico. The Village is also estimated to receive $\$0.9$ million in tax revenue from the construction phase alone. Once in operation, the project continues to impact the state and Questa. Around 20 jobs (full-time equivalent for each year of operation) are supported across New Mexico, with approximately 11 directly employed in Questa by both facilities. The total annual local economic activity supported by ongoing operations is just over $\$1.3$ million/yr, generating $\$1.6$ million/yr in additional income in the state. Annual operations are estimated to add $\$2.1$ million to the state's GSP. The Village is expected to receive around $\$43,000$/yr in tax revenue. Impacts vary significantly depending on which businesses are supplying materials, equipment and services, and where construction workers reside. Choosing local suppliers will most benefit Questa and the New Mexico economy, adding up to 500 jobs during construction and 13 long-term jobs. Local and state governments may consider ways to incentivize local businesses in order to maximize economic benefits.

08 HYDROGEN↗

DOE OSTI2020

Markov Process to Evaluate the Value Proposition of a Risk-Informed Predictive Maintenance Strategy

To achieve high-capacity factors, the nuclear fleet has relied on labor-intensive and time-consuming operation and preventive maintenance programs for plant systems. Manually performed inspection, calibration, testing, and maintenance of plant assets at periodic frequencies, along with time-based replacement of assets irrespective of condition, have resulted in a costly, labor-centric business model. Fortunately, there are technologies that can eliminate unnecessary preventive maintenance activities by deploying risk-informed predictive maintenance, enabling the transition to a technology-centric business model. The technology-centric business model will enable plants to optimize and automate maintenance activities, leading to cost reductions since labor is a rising cost and technology is a declining cost. The implementation of scalable technologies and methodologies across plant systems and across the nuclear fleet is critical for successful deployment of a risk-informed predictive maintenance strategy at commercial nuclear power plants. The work presented in the report is being developed as part of a collaborative research effort between Idaho National Laboratory and Public Service Enterprise Group Nuclear, LLC. This report describes the technical basis using the Markov Process to evaluate the value proposition for the risk-informed predictive maintenance strategy for the circulating water system. The plant process data from the Salem nuclear plant’s circulating water system is utilized to develop a Markov chain risk models and formulation to estimate the loss and gain in revenue based on plant availability. The outcomes presented in this report provides the technical basis for extensive quantitative evaluation of a scalable risk-informed predictive maintenance strategy as part of future research.

46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗

DOE OSTI2026

U.S. Research Impact Alliance IMPACT Accelerator

The U.S. Research Impact Alliance (USRIA) was created with a vision to leverage successful models that accelerate technology development and commercialization, and support startup businesses based upon federal research investments. Building upon lessons learned and feedback from cohort teams, the USRIA programs have morphed into customized solutions that offer services which provide the most impact to startup businesses. Based upon discussions with small and startup businesses, entrepreneurs, and technology developers, a variety of resources have been developed to support each of these target audiences. USRIA created program differentiators to offer one-on-one engagement and direct communication with cohort teams, highly relevant conversations with targeted introductions, and minimal “class” time (only used when an issue is applicable to all cohort members).

43 PARTICLE ACCELERATORS↗

DOE OSTI2026

Automation of Solid Oxyde Electrolyzer Cell (SOEC) & Stack Assembly

The work performed under this agreement before the No/Go decision amounted to the following: 1. Preliminary manufacturing requirements defined by business sensitivity, baseline processes & risk assessment; 2. Process & materials development, in-line gauge exploration, and preliminary automation work used to reduce risk & further refine equipment specifications; 3. “Request for Quote” issued to multiple suppliers for major equipment; 4. Application specific equipment, hardware, and fixturing will be more beneficial to fabricate inhouse; 5.Current proposals & estimates meet cycle time, capital spend, & direct labor; space is on target but requires awareness; 6. Team will continue to explore opportunities to reduce risk (dry time, traceability); 7. Go / No-Go, Purchase Orders, Equipment build & commissioning next All other future task were not completed because during the Go /No-Go decision it was confirmed this project was a "No-Go" and did not proceed past BP1; these included the following: 1. Preliminary manufacturing requirements defined by business sensitivity, baseline processes & risk assessment; 2. Process & materials development, in-line gauge exploration, and preliminary automation work used to reduce risk & further refine equipment specifications; 3. “Request for Quote” issued to multiple suppliers for major equipment; 4. Application specific equipment, hardware, and fixturing will be more beneficial to fabricate inhouse; 5. Current proposals & estimates meet cycle time, capital spend, & direct labor; space is on target but requires awareness; 6. Team will continue to explore opportunities to reduce risk (dry time, traceability) In final preparation of the termination of the Automation of Solid Oxyde Electrolyzer Cell (SOEC) & Stack Assembly, Cummins has purchased no equipment with government funds, and there is no government-owned property in Cummins possession related to this project. Minimal labor and travel were completed and paid. This acts as the Final technical report and concludes our business with DOE on this grant.

36 MATERIALS SCIENCE↗

DOE OSTI2023

Grand challenges in the digitalisation of wind energy

The availability of large amounts of data is starting to impact how the wind energy community works. From turbine design to plant layout, construction, commissioning, and maintenance and operations, new processes and business models are springing up. This is the process of digitalisation, and it promises improved efficiency and greater insight, ultimately leading to increased energy capture and significant savings for wind plant operators, thus reducing the levelised cost of energy. Digitalisation is also impacting research, where it is both easing and speeding up collaboration, as well as making research results more accessible. This is the basis for innovations that can be taken up by end users. But digitalisation faces barriers. This paper uses a literature survey and the results from an expert elicitation to identify three common industry-wide barriers to the digitalisation of wind energy. Comparison with other networked industries and past and ongoing initiatives to foster digitalisation show that these barriers can only be overcome by wide-reaching strategic efforts, and so we see these as “grand challenges” in the digitalisation of wind energy. They are, first, creating FAIR data frameworks; secondly, connecting people and data to foster innovation; and finally, enabling collaboration and competition between organisations. The grand challenges in the digitalisation of wind energy thus include a mix of technical, cultural, and business aspects that will need collaboration between businesses, academia, and government to solve. Working to mitigate them is the beginning of a dynamic process that will position wind energy as an essential part of a global clean energy future.

17 WIND ENERGY↗

NASA NTRS1978

Engineering data management: Experience and projections

Experiences in developing a large engineering data management system are described. Problems which were encountered are presented and projected to future systems. Business applications involving similar types of data bases are described. A data base management system architecture proposed by the business community is described and its applicability to engineering data management is discussed. It is concluded that the most difficult problems faced in engineering and business data management can best be solved by cooperative efforts.

Jefferson, D. K.↗

NASA NTRS1981

Design requirements for SRB production control system. Volume 2: System requirements and conceptual description

In the development of the business system for the SRB automated production control system, special attention had to be paid to the unique environment posed by the space shuttle. The issues posed by this environment, and the means by which they were addressed, are reviewed. The change in management philosphy which will be required as NASA switches from one-of-a-kind launches to multiple launches is discussed. The implications of the assembly process on the business system are described. These issues include multiple missions, multiple locations and facilities, maintenance and refurbishment, multiple sources, and multiple contractors. The implications of these aspects on the automated production control system are reviewed including an assessment of the six major subsystems, as well as four other subsystem. Some general system requirements which flow through the entire business system are described.

Source record↗

NASA NTRS1987

Space market model development project

The objectives of the research program, Space Market Model Development Project, (Phase 1) were: (1) to study the need for business information in the commercial development of space; and (2) to propose a design for an information system to meet the identified needs. Three simultaneous research strategies were used in proceeding toward this goal: (1) to describe the space business information which currently exists; (2) to survey government and business representatives on the information they would like to have; and (3) to investigate the feasibility of generating new economical information about the space industry.

Bishop, Peter C.↗

NASA NTRS1992

Space - It's not just for governments anymore

Space initiatives have traditionally been in the exclusive domain of national government. Over the last decades, this has begun to change dramatically as commercial development of space has attracted increasing international attention. Businesses in at least 20 countries worldwide now engage in some form of space commerce. These businesses, which range from strictly entrepreneurial to government corporations, are seeking to do business in every commercial space sector. This paper details the current status and prospects for the future of space commerce in the United States and Europe, focusing on the programs of France, Germany, and Italy. Included are analyses of representative successes and failures of these activities.

Stone, Barbara A.↗

NASA NTRS1991

Stewardship of very large digital data archives

An archive is a permanent store. There are relatively few very large digital data archives in existence. Most business records are expired within five or ten years. Many kinds of business records that do have long lives are embedded in data bases that are continually updated and re-issued cyclically. Also, a great deal of permanent business records are actually archived as microfilm, fiche, or optical disk images - their digital version being an operational convenience rather than an archive. The problems forseen in stewarding the very large digital data archives that will accumulate during the mission of the Earth Observing System (EOS) are addressed. It focuses on the function of shepherding archived digital data into an endless future. Stewardship entails storing and protecting the archive and providing meaningful service to the community of users. The steward will (1) provide against loss due to physical phenomena; (2) assure that data is not lost due to storage technology obsolescence; and (3) maintain data in a current formatting methodology.

Savage, Patric↗

NASA NTRS1990

NASA SBIR product catalog, 1990

Since 1983 the NASA Small Business Innovation Research (SBIR) program has benefitted both the agency and the high technology small business community. By making it possible for more small businesses to participate in NASA's research and development, SBIR also provides opportunities for these entrepreneurs to develop products which may also have significant commercial markets. Structured in three phases, the SBIR program uses Phase 1 to assess the technical feasibility of novel ideas proposed by small companies and Phase 2 to conduct research and development on the best concepts. Phase 3, not funded by SBIR, is the utilization and/or commercialization phase. A partial list of products of NASA SBIR projects which have advanced to some degree into Phase 3 are provided with a brief description.

Schwenk, F. Carl↗

NASA NTRS1992

The NASA SBIR product catalog

The purpose of this catalog is to assist small business firms in making the community aware of products emerging from their efforts in the Small Business Innovation Research (SBIR) program. It contains descriptions of some products that have advanced into Phase 3 and others that are identified as prospective products. Both lists of products in this catalog are based on information supplied by NASA SBIR contractors in responding to an invitation to be represented in this document. Generally, all products suggested by the small firms were included in order to meet the goals of information exchange for SBIR results. Of the 444 SBIR contractors NASA queried, 137 provided information on 219 products. The catalog presents the product information in the technology areas listed in the table of contents. Within each area, the products are listed in alphabetical order by product name and are given identifying numbers. Also included is an alphabetical listing of the companies that have products described. This listing cross-references the product list and provides information on the business activity of each firm. In addition, there are three indexes: one a list of firms by states, one that lists the products according to NASA Centers that managed the SBIR projects, and one that lists the products by the relevant Technical Topics utilized in NASA's annual program solicitation under which each SBIR project was selected.

Gilman, J. A.↗