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NASA NTRS2011

NASA, Building Tomorrow's Future

We, as NASA, continue to Dare Mighty Things. Here we are in October. In my country, the United States of America, we celebrate the anniversary of Christopher Columbus's arrival in the Americas, which occurred on October 12, 1492. His story, although happening over 500 years ago, is still very valid today. It is a part of the American spirit; part of the international human spirit. Columbus is famous for discovering the new world we now call America, but he probably never envisioned what great discoveries would be revealed many generations later. But in order for Columbus to begin his great adventure, he needed a business plan. Ho~ would he go about obtaining the funds and support necessary to build, supply, and man the ships required for his travels? He had a lot of obstacles and distractions. He needed a strong, internal drive to achieve his plans and recruit a willing crew of explorers also ready to risk their all for the unknown journey ahead. As Columbus set sail, he said "By prevailing over all obstacles and distractions, one may unfailingly arrive at his chosen goal or destination." Columbus may not have known he was on a journey for all human exploration. Recently, Charlie Bolden, the NASA Administrator, said, "Human exploration is and has always been about making life better for humans on Earth." Today, NASA and the U.S. human spaceflight program hold many of the same attributes as did Columbus and his contemporaries - a willing, can-do spirit. We are on the threshold of exciting new times in space exploration. Like Columbus, we need a business plan to take us into the future. We need to design the best ships and utilize the best designers, with their past knowledge and experience, to build those ships. We need funding and support from governments to achieve these goals of space exploration into the unknown. NASA does have that business plan, and it is an ambitious plan for human spaceflight and exploration. Today, we have a magnificent spaceflight laboratory, built over many years by the United States and other nations. Last month, the last man to step off the moon, Gene Cernan, told the U.S. Congress, "Today the International Space Station, the assembly of which may well go down in history as man's greatest engineering accomplishment of all time, circles the globe sixteen times every day - all in keeping with JFK's challenge to do the other things." The International Space Station (ISS) is a ship which provides an outstanding platform 'for performing spaceborne scientific, engineering, and Earth studies. Numerous nations utilize this unique cooperative partnership by sending scientists, engineers, astronauts, and cosmonauts to the ISS to spend time aboard the station in order to further scientific research, truly an asset for the entire planet.

Mango, Edward↗

NASA NTRS2011

Portfolio Management

Enterprise Business Information Services Division (EBIS) supports the Laboratory and its functions through the implementation and support of business information systems on behalf of its business community. EBIS Five Strategic Focus Areas: (1) Improve project estimating, planning and delivery capability (2) Improve maintainability and sustainability of EBIS Application Portfolio (3) Leap forward in IT Leadership (4) Comprehensive Talent Management (5) Continuous IT Security Program. Portfolio Management is a strategy in which software applications are managed as assets

Information Technology Applications↗

NASA NTRS2013

Propulsion Technologies for Future Commercial Aircraft

Mr. Follen has been invited talk on subject of Greening of Aerospace and Aviation Canada-Ohio Aerospace Summit 2013, February 25-26, 2013. This two-day, bi-national aerospace and aviation conference will focus on identifying business and research opportunities providing meaningful industry updates with ample opportunity to network and scheduled business-to-business and researcher-to-researcher meetings.

Follen, Gregory J.↗

NASA NTRS2014

Public-Private Collaborations with Earth-Space Benefits

The NASA Human Health and Performance Center (NHHPC) was established in October 2010 to promote collaborative problem solving and project development to advance human health and performance innovations benefiting life in space and on Earth. The NHHPC, which now boasts over 135 corporate, government, academic and non-profit members, has convened four successful workshops and engaged in multiple collaborative projects. The center is currently developing a streamlined partner engagement process to capture technical needs and opportunities of NHHPC members, facilitate partnership development, and establish and manage collaborative projects for NASA. The virtual center facilitates member engagement through a variety of vehicles, including annual inperson workshops, webcasts, quarterly electronic newsletters, web postings, and the new system for partner engagement. The most recent NHHPC workshop was conducted in November 2013 on the topic of "Accelerating Innovation: New Organizational Business Models," and focused on various collaborative approaches successfully used by organizations to achieve their goals. The powerful notion of collaboration across sectors to solve intractable problems was recently highlighted in Williams Eggers' book "The Solution Revolution,"i which provides numerous examples of how business, government and social enterprises partner to solve tough problems. Mr. Eggers was a keynote speaker at the workshop, along with Harvard Business School, Jump Associates, and the Conrad Foundation. The robust program also included an expert panel addressing collaboration across sectors, four interactive breakout sessions, and a concluding keynote on innovative ways to increase science, technology, engineering, and math (STEM) education by NASA Associate Administrator for Education, Leland Melvin. The NHHPC forum also provides a platform for international partners to interact on many topics. Members from around the world include ISS International Partner JAXA; the World Biomimetic Foundation in Spain who is interested in advancing the use of biomimicry to provide technical solutions in many industries; Satellite Application Catapult in London, England who interested in pursuing U.S. collaborations with the Space and Life Sciences Innovation Centre under development in Scotland; and DLR in Cologne, Germany who developed :envihab, a collaborative facility for partners to pursue research and technology projects of mutual interest. The NHHPC has sponsored two global networking forums on innovation by partners Wyle, NASA, and DLR, was featured in the 2013 Humans in Space Symposium Panel on "NHHPC and :envihab - reach out to Future Markets," and is working on an international meeting for Spring 2014 in Cologne with :envihab.

Davis, Jeffrey R.↗

NASA NTRS2013

2013 NASA Range Safety Annual Report

Welcome to the 2013 edition of the NASA Range Safety Annual Report. Funded by NASA Headquarters, this report provides an Agency overview for current and potential range users. This report contains articles which cover a variety of subject areas, summaries of various activities performed during the past year, links to past reports, and information on several projects that may have a profound impact on the way business will be conducted in the future. Specific topics discussed in the 2013 NASA Range Safety Annual Report include a program overview and 2013 highlights, Range Safety Training, Independent Assessments, support to Program Operations at all ranges conducting NASA launch/flight operations, a continuing overview of emerging range safety-related technologies, and status reports from all of the NASA Centers that have Range Safety responsibilities. Every effort has been made to include the most current information available. We recommend this report be used only for guidance and that the validity and accuracy of all articles be verified for updates. As is the case each year, we had a wide variety of contributors to this report from across our NASA Centers and the national range safety community at large, and I wish to thank them all. On a sad note, we lost one of our close colleagues, Dr. Jim Simpson, due to his sudden passing in December. His work advancing the envelope of autonomous flight safety systems software/hardware development leaves a lasting impression on our community. Such systems are being flight tested today and may one day be considered routine in the range safety business. The NASA family has lost a pioneer in our field, and he will surely be missed. In conclusion, it has been a very busy and productive year, and I look forward to working with all of you in NASA Centers/Programs/Projects and with the national Range Safety community in making Flight/Space activities as safe as they can be in the upcoming year.

Center Status↗

NASA NTRS2015

Deriving Earth Science Data Analytics Requirements

Data Analytics applications have made successful strides in the business world where co-analyzing extremely large sets of independent variables have proven profitable. Today, most data analytics tools and techniques, sometimes applicable to Earth science, have targeted the business industry. In fact, the literature is nearly absent of discussion about Earth science data analytics. Earth science data analytics (ESDA) is the process of examining large amounts of data from a variety of sources to uncover hidden patterns, unknown correlations, and other useful information. ESDA is most often applied to data preparation, data reduction, and data analysis. Co-analysis of increasing number and volume of Earth science data has become more prevalent ushered by the plethora of Earth science data sources generated by US programs, international programs, field experiments, ground stations, and citizen scientists.Through work associated with the Earth Science Information Partners (ESIP) Federation, ESDA types have been defined in terms of data analytics end goals. Goals of which are very different than those in business, requiring different tools and techniques. A sampling of use cases have been collected and analyzed in terms of data analytics end goal types, volume, specialized processing, and other attributes. The goal of collecting these use cases is to be able to better understand and specify requirements for data analytics tools and techniques yet to be implemented. This presentation will describe the attributes and preliminary findings of ESDA use cases, as well as provide early analysis of data analytics toolstechniques requirements that would support specific ESDA type goals. Representative existing data analytics toolstechniques relevant to ESDA will also be addressed.

data analytics↗

NASA NTRS2016

TechPort Featured at Glenn Research Center's Technology Day

The NASA Technology Portfolio (TechPort) System was featured at NASA Glenn Research Center's Technology Day on May 24, 2016. This event, which coincided with GRC's 75th Anniversary celebration, drew nearly 250 registered guests including aerospace and technology representatives, local business leaders, state and local government officials, and members of academia. GRC's Director of the Office of Technology Incubation and Innovation and Center Chief Technologist, John Sankovic, presented the opening remarks. Several technical and business-focused panel sessions were convened. NASA's Associate Administrator for the Space Technology Mission Directorate, Steve Jurczyk, GRC's Director of Space Flight Systems, Bryan Smith, and NASA astronaut and U.S. Navy Captain, Sunita Williams, were engaged as a panel for a discussion about "NASA's Journey to Mars: Science Fiction Meets Reality." Another panel moderated by the Executive Director of the Cleveland Water Alliance, Bryan Stubbs, involved a discussion with four GRC technologists on the subject of global water scarcity and water treatment concerns. The GRC panelists shared information on the development of snow-sensing, hyperspectral imaging, and non-equilibrium plasma technologies. Technology Day attendees received overviews of GRC's technologies and partnership objectives, and were introduced to areas for potential collaboration. They were also informed about opportunities to license technologies and how to do business with NASA.

TechPort↗

NASA NTRS2017

Augmenting Space Technology Program Management with Secure Cloud & Mobile Services

The National Aeronautics and Space Administration (NASA) Game Changing Development (GCD) program manages technology projects across all NASA centers and reports to NASA headquarters regularly on progress. Program stakeholders expect an up-to-date, accurate status and often have questions about the program's portfolio that requires a timely response. Historically, reporting, data collection, and analysis were done with manual processes that were inefficient and prone to error. To address these issues, GCD set out to develop a new business automation solution. In doing this, the program wanted to leverage the latest information technology platforms and decided to utilize traditional systems along with new cloud-based web services and gaming technology for a novel and interactive user environment. The team also set out to develop a mobile solution for anytime information access. This paper discusses a solution to these challenging goals and how the GCD team succeeded in developing and deploying such a system. The architecture and approach taken has proven to be effective and robust and can serve as a model for others looking to develop secure interactive mobile business solutions for government or enterprise business automation.

Hodson, Robert F.↗

NASA NTRS2018

Supplier Research & Analysis Approach

"The implementation of NASA GSFC's portfolio of mission projects relies upon inter-connected, multi-tiered supply chains of organizations operating under direct and indirect contracts and other agreements throughout the U.S. and around the world. These supply chains are subject to an inter-related array of technical/production, business, market and security risks that are amplified by the ongoing globalization of industry and technology and which can disrupt or threaten the production and delivery of products and services when needed and in conformance with requirements. In recognition of such risks and associated challenges, GSFC's SMA directorate launched an innovative Supplier Research and Analysis (SRA) capability three years ago to gain greater insight into the operating environment, performance, capabilities and viability of current and prospective suppliers for GSFC projects and proposals. The capability uses business intelligence techniques and primarily open source information resources as part of a cost-effective, non-intrusive methodology to produce several types of research and analysis reports. The reports are based on a holistic analytical framework encompassing key technical/production, business enterprise management, market and security factors, and feature in-depth information, summary information profiles, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and candidate risk concerns in order to pro-actively support SMA and project management needs. The SRA capability, which is designed to complement and support ongoing SMA/project management activities and practices, has produced over 95 reports since its start-up in early 2015. This presentation addresses the approach, methodology and performance of the Supplier Research and Analysis (SRA) capability and its value in assuring the success of NASA mission projects. In doing so, the presentation provides lessons-learned, best practices, case examples and address how it fits into the development of an enterprise-level Supply Chain Risk Management capability."

supplier research and analysis↗

NASA NTRS2018

Supply Chain Research and Analysis for Space Systems

The implementation of NASA GSFC's portfolio of mission projects relies upon inter-connected, multi-tiered supply chains of organizations operating under direct and indirect contracts and other agreements throughout the U.S. and around the world. These supply chains are subject to an inter-related array of technical/production, business, market and security risks that are amplified by the ongoing globalization of industry and technology and which can disrupt or threaten the production and delivery of products and services when needed and in conformance with requirements. In recognition of such risks and associated challenges, GSFC's SMA directorate launched an innovative Supply Chain Research and Analysis capability three years ago to gain greater insight into the operating environment, performance, capabilities and viability of current and prospective suppliers for GSFC projects and proposals. The capability uses business intelligence techniques and primarily open source information resources as part of a cost-effective, non-intrusive methodology to produce several types of research and analysis reports. The reports are based on a holistic analytical framework encompassing key technical/production, business enterprise management, market and security factors, and feature in-depth information, summary information profiles, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and candidate risk concerns in order to pro-actively support SMA and project management needs. The SRA capability, which is designed to complement and support ongoing SMA/project management activities and practices, has produced over 105 reports since its start-up in early 2015.This presentation addresses the approach, methodology and performance of the Supply Chain Research and Analysiscapability and its value in assuring the success of NASA mission projects. In doing so, the presentation provides lessons-learned, best practices, case examples and address how it fits into the development of an enterprise-level Supply Chain Risk Management capability.

supply chain risk management↗

NASA NTRS2016

Space Architecture for MoonVillage

The concept of a multinational MoonVillage, as proposed by Jan Wörner of ESA, is analyzed with respect to diverse factors affecting its implementation feasibility: potential activities and scale as a function of location, technology, and purpose; potential participants and their roles; business models for growth and sustainability as compared to the ISS; and implications for the field of space architecture. Environmental and operations constraints that govern all types of MoonVillage are detailed. Findings include: 1) while technically feasible, a MoonVillage would be more distributed and complex a project than the ISS; 2) significant and distinctive opportunities exist for willing participants, at all evolutionary scales and degrees of commercialization; 3) the mixed-use space business park model is essential for growth and permanence; 4) growth depends on exporting lunar material products, and the rate and extent of growth depends on export customers including terrestrial industries; 5) industrial-scale operations are a precondition for lunar urbanism, which goal in turn dramatically drives technology requirements; but 6) industrial viability cannot be discerned until significant in situ operations occur; and therefore 7) government investment in lunar surface operations is a strictly enabling step. Because of the resources it could apply, the U.S. government holds the greatest leverage on growth, no matter who founds a MoonVillage. The interplanetary business to be built may be cause for engagement.

Sherwood, Bent↗

NASA NTRS2016

Building a Robust Commercial Microgravity Economy in Earth's Orbit: Economic Readiness Considerations

The reduced gravity environment of space provides a unique opportunity to further our understanding of various materials phenomena involving the molten, fluidic and gaseous states as well as life science applications where, contrary to earlier beliefs, microgravity induces changes in single cells and simple organisms; not only in large organisms with a complex overall response to gravity (or lack thereof). The potential breadth of commercial opportunities in microgravity thus spans over many verticals of the private sector with applications ranging from fiber optics, high-resolution crystals, microencapsulation, 3D organs to perfume and color dyes. Overall, products manufactured in microgravity hold the promise to have key properties surpassing their best terrestrial counterparts. Commercialization, also known as taking a new technology to market, is a journey in itself where the business, economic, market and technological components must align to generate a successful outcome. A business perspective is very different than technology maturation. In order for a technology to be ready for commercialization, it must not only be mature, but it must also have a compelling business case, and the means to scale up production must be identified and practical. Creating a robust economy in Earths orbit (Fig 1) is especially challenging because of the complexity (high risks, lack of standardization) involved in predicting future growth. This complexity can easily overwhelm the fact that many of the products have an attractive touch of space which aids with branding and marketing.This paper reviews the types of added value that can be extracted from space, with an emphasis on the microgravity environment. In addition, lessons learned from past commercialization efforts will be reviewed. While past efforts have yielded some point successes, they have as a whole failed to precipitate a sustainable LEO based market

Cozmuta, Ioana↗

NASA NTRS2016

Economic Readiness Level Considerations for a Robust LEO Economy

The reduced gravity environment of space provides a unique opportunity to further our understanding of various materials phenomena involving the molten, fluidic and gaseous states as well as life science applications where, contrary to earlier beliefs, microgravity induces changes in single cells and simple organisms; not only in large organisms with a complex overall response to gravity (or lack thereof). The potential breadth of commercial opportunities in microgravity thus spans over many verticals of the private sector with applications ranging from fiber optics, high-resolution crystals, microencapsulation, 3D organs to perfume and color dyes. Overall, products manufactured in microgravity hold the promise to have key properties surpassing their best terrestrial counterparts. Commercialization, also known as taking a new technology to market, is a journey in itself where the business, economic, market and technological components must align to generate a successful outcome. A business perspective is very different than technology maturation, which can be measured with the usual Technology Readiness Level (TRL) approach. In order for a technology to be ready for commercialization, it must not only be mature (high TRL), but it must also have a compelling business case, and the means to scale up production must be identified and practical. Creating a sustainable economy in an emerging market such as microgravity is especially challenging because of the complexity (high risks, lack of standardization) involved in predicting future growth. This complexity can easily overwhelm the fact that many of the products have an attractive touch of space which aids with branding and marketing.This paper builds upon the concept of the verticals of microgravity, capturing not only new lines of investigations but also promising killer apps originating from microgravity to discuss and define the notion of Economic Readiness Level (ERL). To advance in ERL, the technology itself may not necessarily need to mature at all, but the understanding of its economic potential does. Building upon ERL, a model that ultimately leads to the creation of pathways for infusion of private capital and a sustainable commercial microgravity LEO-Earth economy will be discussed.

Cozmuta, Ioana↗

NASA NTRS2021

Global Impact of COVID-19 Restrictions on the Atmospheric Concentrations of Nitrogen Dioxide and Ozone

Social-distancing to combat the COVID-19 pandemic has led to widespread reductions in air pollutant emissions. Quantifying these changes requires a business-as-usual counterfactual that accounts for the synoptic and seasonal variability of air pollutants. We use a machine learning algorithm driven by information from the NASA GEOS-CF model to assess changes in nitrogen dioxide (NO2) and ozone (O3) at 5,756 observation sites in countries from January through June 2020. Reductions in NO2 coincide with timing and intensity of COVID-19 restrictions, ranging from 60% in severely affected cities (e.g., Wuhan, Milan) to little change (e.g., Rio de Janeiro, Taipei). On average, NO2 concentrations were (13-23) % lower than business as usual from February 2020 onward. China experienced the earliest and steepest decline, but concentrations since April have mostly recovered and remained within 5% to the business-as-usual estimate. NO2 reductions in Europe and the US have been more gradual with a halting recovery starting in late March. We estimate that the global NOx (NO+NO2) emission reduction during the first 6 months of 2020 amounted to 3.1 (2.6-3.6) TgN, equivalent to 5.5(4.7-6.4) % of the annual anthropogenic total. The response of surface O3 is complicated by competing influences of non-linear atmospheric chemistry. While surface O3 increased by up to 50% in some locations, we find the overall net impact on daily average O3 between February -June 2020 to be small. However, our analysis indicates a flattening of the O3 diurnal cycle with an increase in nighttime ozone due to reduced titration and a decrease in daytime ozone, reflecting a reduction in photochemical production.

Christoph A Keller↗

NASA NTRS2023

A Summary of Structural Test and Simulation Results for Hawker 4000 Composite Fuselage Hardware

NASA Langley Research Center (LaRC) was able to obtain a partially fabricated Hawker Beechcraft Model 4000 (Hawker 4000) aft aircraft section to use for study. The Hawker 4000 is a medium sized business jet (14 Code of Federal Regulations Part 25 – Transport Category Aircraft) with seating for 8 to 14 people and fabricated out of carbon composite. The Hawker 4000 was designed in the early 2000s to compete with Gulfstream and Bombardier business jet units. The Hawker Beechcraft business unit declared bankruptcy in 2012, and abruptly halted production of the 4000 series aircraft. As a result, only 73 full production aircraft were built. This all-composite aft fuselage section was an ideal candidate to utilize for investigations of composite structures undergoing dynamic loading in order to satisfy NASA Revolutionary Vertical Lift Technology (RVLT) project objectives. Thus, a team at NASA LaRC embarked on a test and simulation program in late 2021 in order to generate test data of composite structures undergoing dynamic loading conditions. As a part of these investigations, methods including reverse engineering the geometry, conducting as-fabricated materials testing and using non-destructive evaluation (NDE) techniques such as ultrasonic through transmission were utilized in order to develop digital twin finite element models for use in computational simulations.

dynamic composite testing↗

DOE OSTI2014

Starting up an Enterprise-Wide Project Management Office

An enterprise-wide Project Management Office (PMO) can be successfully launched and institutionalized using effective organization strategies, methods, and techniques. This paper provides a step-by-step process for starting up an enterprise-wide PMO using proven techniques to ensure that the new organization receives executive management support and aligns with the larger enterprise’s business strategies and objectives. This paper discusses different types of PMOs that are appropriate, depending upon an organization’s structure and business objectives. This paper further provides the reader with an understanding of how to deal with start-up and implementation challenges that are common in multi-business unit organizations; how to launch PMO programs and services and gain stakeholder acceptance; how to monitor, measure, and report PMO implementation progress and effectivenss; and how to apply accepted management assurance and oversight methodologies to verify and validate the effectiveness of developed processes and programs and continuously improve both the processes and implementation.

Andrews, Thomas D.↗

DOE OSTI2017

Collaboratory=Collaborate+Laboratory: The Mid-Columbia STEM Education Collaboratory

Pacific Northwest National Laboratory created a network focused on collaboration in STEM education to design and deliver projects, resources, and professional learning opportunities in a testbed environment. How do you uncover and fill gaps in equitable access to high-quality science, technology, engineering, and math (STEM) education offerings in your local region? Where might you deploy strategies to improve STEM workforce preparation and increase public understanding of STEM-oriented issues? And how can you help to ensure that students, educators, parents, and the community are aware of these programs and know how to access them in schools, colleges, and community venues? If you are the Pacific Northwest National Laboratory (PNNL), you take on the huge goal of designing and implementing an innovative STEM education collaboration project that impacts all levels of local education, both inside and outside of school settings. PNNL is one of the 17 national laboratories funded by the U.S. Department of Energy. Operated by Battelle, PNNL has a vested interest in preparing the next generation of scientists and engineers for their future careers, thus building a STEM-capable workforce and creating a STEM-literate community. One of Battelle’s core principles is a commitment to STEM education and its role in business competitiveness and quality of life. PNNL has been active in STEM education for decades, providing internships for future scientists, giving educators in-house lab experiences, and engaging its researchers in STEM outreach activities in classrooms and the community. The Collaboratory is a relatively recent outcome of Battelle’s longstanding efforts in STEM education. The original Collaboratory planning documents, developed by PNNL’s Office of STEM Education (OSE), state the objective to “design, implement, and mature a local STEM education collaboration zone that highlights the power of PNNL and Battelle to impact the educational ecosystem and serve as a model for amplifying and accelerating progress in addressing our STEM education and workforce challenges” (PNNL 2013). In other words, we (the OSE) sought to create a zone of collaboration in which members co-design and deliver STEM education programs, share findings and lessons learned from their experiences, and co-manage and sustain the organization. We started by identifying possible collaborators located nearby in the largely rural southeast corner of Washington State. Recognizing that our potential collaborators had differing norms, values, and relationships within the community, as well as their own areas of expertise and purpose, we convened representatives from K–12 public and private schools, higher education, community-based learning providers, and local business and industry to brainstorm a unified vision to resolve gaps in local STEM education needs. Through discussions with these collaborators, we started hunting for gaps where STEM efforts were lacking but a desire to improve existed. We gave ourselves permission to try things out and built a testbed space where we could experiment with new ideas, gather evidence of feasibility, and treat failures as constructive learning opportunities. Through this generative process and with seed funding from Battelle, inter-organizational teams now work together, both virtually and in real time, to develop, test, and deploy resources to support student success, educators’ effectiveness, and community engagement in STEM. Thus, the Mid-Columbia STEM Education Collaboratory (Collaboratory) was born. This is the story of our beginnings: our challenges, our lessons learned, and emerging indicators of success. For those interested in launching an education–business–community STEM learning ecosystem, we share our story.

Collaboratory↗

DOE OSTI2020

Development of Two-Phase Dense Fluid Expander for Advanced Cryogenic Air Separation and Low-Grade Heat Recovery

Cryogenic air separation represents the state-of-the-art technology to produce oxygen to feed coal gasification units. Given the maturity of this technology, it is difficult to identify opportunities to improve process efficiency and reduce the cost of the oxygen produced. However, Air Products conducted research and a feasibility investigation into the use of a two-phase (liquid-vapor) dense fluid expander (DFE) to improve the overall efficiency of cryogenic air separation. Demonstration of this novel concept was intended to allow two important process improvements: 1) elimination of the need for the DFE discharge to be single phase 2) expansion of the operating region of expanders in ASU service. Expanding the scope of turboexpander application beyond current application limits and traditional device designs would allow an increase in power recovery, and application of refrigeration and power recovery at new locations in process cycles would also enable the implementation of new process concepts. These new process concepts include power recovery from compression waste heat and refrigeration extraction and power recovery by replacing let-down valves with two-phase DFEs. Considering the maturity of cryogenic air separation, these new process options could represent a step change in power reduction and provide significant savings in operating costs. These new concepts would be particularly well-suited to large-scale oxygen production by cryogenic air separation and would enhance the economics of producing oxygen for use in coal gasification processes. Rotoflow, an Air Products business unit, manufactures dense fluid expanders in Pennsylvania for sites around the world. This project was executed in two phases, which are illustrated in Figure 1 below. Phase 1 consisted of a feasibility investigation of multiple applications of two-phase DFEs. In Phase 2, devices were identified, designed, fabricated and tested to explore the feasibility of commercial applications of DFEs operating in two-phase service. Engineering and testing were performed by personnel in Air Products’ Rotoflow business unit, with coordination with other Air Products business units.

01 COAL, LIGNITE, AND PEAT↗