Results for “small business” — Page 40

DOE OSTI2023

Centering Energy and Environmental Justice in the Buildings Energy Sector

We face incredible challenges for decarbonizing our economy and raising the standard of living for all members of our society at the same time. Historical energy efficiency efforts have been effective in making small steps, but they fall far short of the massive changes we need to make, and they completely miss helping communities of disadvantage (e.g. low-income, African American, Hispanic American, Native American and tribal nations, etc). Business as usual efforts do not take the time to connect with and understand the challenges of these historical underinvested communities and therefore have not been effective at helping these communities. The Biden Harris Administration has set ambitious goals for decarbonization of our economy that include a requirement that 40% of efforts support energy and environmental justice communities. If we are to meet our decarbonization goals, it is imperative that we change our approach to research, development, and deployment of new technologies. The Department of Energy has set energy justice as a priority and is working with the national laboratories to change our approaches. This paper starts with definitions of what we mean by energy and environmental justice and how they apply to building technologies and deployment efforts. We provide several examples of how historical efforts have succeeded and how they have failed to account for challenges of communities of disadvantage. We identify market and technology barriers to decarbonization and energy efficiency for specific technologies and how these barriers are exacerbated for disadvantaged communities. From these examples, we propose a new framework for integrating energy and environmental justice into all aspects of technology development, deployment, and policy efforts within the building energy sector.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2008

Civil Service Workforce Market Supply and the Effect on the Cost Estimating Relationships (CERs) that may effect the Productivity Factors for Future NASA Missions

The upcoming retirement of the Baby Boomers on the horizon will leave a performance gap between younger generation (the future NASA decision makers) and the gray beards. This paper will reflect on the average age of workforce across NASA Centers, the Aerospace Industry and other Government Agencies, like DoD. This papers will dig into Productivity and Realization Factors and how they get applied to bimonthly (payroll data) for true FTE calculations that could be used at each of the NASA Centers and other business systems that are on the forefront in being implemented. This paper offers some comparative costs solutions, from simple - full time equivalent (FTE) cost estimating relationships CERs, to complex - CERs for monthly time-phasing activities for small research projects that start and get completed within a government fiscal year. This paper will present the results of a parametric study investigating the cost-effectiveness of different alternatives performance based cost estimating relationships (CERs) and how they get applied into the Center s forward pricing rate proposals (FPRP). True CERs based on the relationship of a younger aged workforce will have some effects on labor rates used in both commercial cost models and internal home-grown cost models which may impact the productivity factors for future NASA missions.

Sterk, Steve↗

DOE OSTI2020

Hybrid Electric Drivetrain Testing and Design (CRADA CRD-17-00699 Final Report)

Hybrid electric drivetrains have recently become of a great interest in the medium and heavy-duty vehicle market as it enables substantial reduction of petroleum use, vehicle level fuel use and criteria pollutant emissions. These vehicle performance improvements are not only economically beneficial for business operations relying on large fleets of vehicles, they are also paramount for curbing energy use and the negative effects of vehicle operations on the environment. Efficient Drivetrains, Inc. (EDI), acquired in July 2018 by Cummins, Inc., is a small company focused on development of medium and heavy-duty hybrid electric drivetrains. EDI has already developed the general hardware architecture of their drivetrain system, but there is still a significant effort to be done on optimizing the system in terms of control strategies and component sizing in order to maximize the benefits of the hybrid drivetrain. Historically, hybrid electric systems have proven to deliver better fuel economy in certain applications than their conventional counterparts. Particular areas of advantageous applications are vocations with kinetically intensive transient duty cycles and operations requiring some sort of power take off whose power demand is not well matched to the size of the vehicle’s main engine, thus forcing it to operate in extremely inefficient operating modes. Hybrid drivetrains can be at a disadvantage when pressed into duty cycle operation consisting of extensive steady state highway cruise due to various design compromises optimized for more transient operation. This can also lead to increase in vehicle emissions if the system is not optimized properly. Ample opportunity for extensive optimization is needed to overcome these obstacles.

33 ADVANCED PROPULSION SYSTEMS↗

DOE OSTI2020

Hybrid Electric Drivetrain Testing and Design (CRADA CRD-17-00699 Final Report)

Hybrid electric drivetrains have recently become of a great interest in the medium and heavy-duty vehicle market as it enables substantial reduction of petroleum use, vehicle level fuel use and criteria pollutant emissions. These vehicle performance improvements are not only economically beneficial for business operations relying on large fleets of vehicles, they are also paramount for curbing energy use and the negative effects of vehicle operations on the environment. Efficient Drivetrains, Inc. (EDI), acquired in July 2018 by Cummins, Inc., is a small company focused on development of medium and heavy-duty hybrid electric drivetrains. EDI has already developed the general hardware architecture of their drivetrain system, but there is still a significant effort to be done on optimizing the system in terms of control strategies and component sizing in order to maximize the benefits of the hybrid drivetrain. Historically, hybrid electric systems have proven to deliver better fuel economy in certain applications than their conventional counterparts. Particular areas of advantageous applications are vocations with kinetically intensive transient duty cycles and operations requiring some sort of power take off whose power demand is not well matched to the size of the vehicle’s main engine, thus forcing it to operate in extremely inefficient operating modes. Hybrid drivetrains can be at a disadvantage when pressed into duty cycle operation consisting of extensive steady state highway cruise due to various design compromises optimized for more transient operation. This can also lead to increase in vehicle emissions if the system is not optimized properly. Ample opportunity for extensive optimization is needed to overcome these obstacles.

33 ADVANCED PROPULSION SYSTEMS↗

NASA NTRS2016

Safety and Certification Considerations for Expanding the Use of UAS in Precision Agriculture

The agricultural community is actively engaged in adopting new technologies such as unmanned aircraft systems (UAS) to help assess the condition of crops and develop appropriate treatment plans. In the United States, agricultural use of UAS has largely been limited to small UAS, generally weighing less than 55 lb and operating within the line of sight of a remote pilot. A variety of small UAS are being used to monitor and map crops, while only a few are being used to apply agricultural inputs based on the results of remote sensing. Larger UAS with substantial payload capacity could provide an option for site-specific application of agricultural inputs in a timely fashion, without substantive damage to the crops or soil. A recent study by the National Aeronautics and Space Administration (NASA) investigated certification requirements needed to enable the use of larger UAS to support the precision agriculture industry. This paper provides a brief introduction to aircraft certification relevant to agricultural UAS, an overview of and results from the NASA study, and a discussion of how those results might affect the precision agriculture community. Specific topics of interest include business model considerations for unmanned aerial applicators and a comparison with current means of variable rate application. The intent of the paper is to inform the precision agriculture community of evolving technologies that will enable broader use of unmanned vehicles to reduce costs, reduce environmental impacts, and enhance yield, especially for specialty crops that are grown on small to medium size farms.

Hayhurst, Kelly J.↗

DOE OSTI2023

Powering the Blue Economy: Marine Energy at Kelp Farm Sites

Marine energy (ME) has the potential to power businesses in the blue economy. Kelp farms are an emerging maritime market of the blue economy and are predicted to grow, but they are not currently using ME for their power needs. As the number and size of kelp farms increase, more offshore power will be needed onsite for operations, monitoring, and harvesting. ME devices such as tidal current energy converters and wave energy converters (WECs) may be used to supply power for these needs. This article assesses the status of kelp farming in the continental United States, investigates the electricity needs of kelp farms, and examinesthe feasibility of generating the required electricity from wave and tidal current energy. The United States currently has 165 kelp farms that have either active or pending permits. The farms use electricity for boat operations, kelp drying, environmental monitoring, offshore lighting, and the raising and lowering of lines. Most kelp farms are in protected, nearshore waters that do not have significant wave energy resources. The limited available wave energy could be used to power small devices, but WECs have not yet been developed for that application. Some kelp farms are in locations that feature significant tidal energy resources, but small tidal current energy converters that are compatible with existing farm operations are not yet commercially available. As low-power WECs and tidal current energy converters are developed, kelp farms could be research partners and early adopters of the new technologies, which would encourage their broader use by other blue economy businesses.

16 TIDAL AND WAVE POWER↗

NASA NTRS2011

Shooting the Moon

This story is about an unlikely NASA mission to the Moon. It was unlikely because it was started with far too little time and too-little money to complete. It was unlikely because it was able to take chances to accept risk of failure. It was unlikely because it was searching for the unthinkable: water-ice on the moon... Figure 1-1: LCROSS Mission. The mission of the Lunar CRater Observation and Sensing Satellite (LCROSS) was to investigate the possibility of water ice in craters on the Moon s poles. This is certainly an interesting scientific topic in itself, but I intend to focus on the compelling experience of managing the LCROSS Project in the context of this storied Agency. Perhaps most interesting are the implications this story has for managing any development effort, lunar or not, and working a balance to achieve success. NASA is by design a risk-taking agency within the US Government. It could be argued that NASA s purpose in the aerospace community is to take on the really big challenges that either the corporate world can t afford, are not yet profitable endeavors, or are just too risky for private corporations to entertain. However, expectations of the Agency have evolved. A combination of grim human tragedies and some very public cost and schedule overruns have challenged the public s and Congress s tolerance for risk-taking within the Agency. NASA, which is supposed to be in the business of taking risks to do bold, difficult things, has become less and less able to do so within its cost framework. Yet effectively replacing prudent risk management with attempts to "risk-eliminate" is completely unaffordable. So where does risk-taking fit within the Agency, or within private/corporate organizations for that matter? Where astronauts play there is clearly concern about risk. When an organization puts humans in harm s way, it is understandably going to take extra effort to assure nobody gets hurt. Doing so, of course, costs money - a lot of money to pay for labor and hardware which is attempting to assure nothing will go wrong. Sophisticated designs, with doubly- or triply-redundant systems, extensive testing to verify those systems, and numerous engineering test units built to learn and evolve a hardware design, all drive the cost and time required to implement. Human spaceflight is an expensive business because of the exceptional system complexity and levels of assurance required for human space travel. What about missions that do not involve human spaceflight? What about missions whose potential failure will not take a human life, whose costs are small and whose urgency and importance are limited by design? A portfolio consisting of this type of mission can be designed to be risk tolerant, not requiring large expenditures to guarantee against failure. With the money saved, the number of missions that can be executed within the portfolio grows, or the total cost of the portfolio can be reduced. The NASA LCROSS mission is a pathfinder example of a low-cost, quick turn-around mission which struck a balance on mission risk, while accomplishing big objectives, like defining how we understand the Moon.

Andrews, Daniel R.↗

DOE OSTI2021

Furthering Advancements to Shorten the Time (FAST) to Commissioning for Pumped Storage Hydropower (PSH) Prize (Penn State-PNNL): Cooperative Research and Development Final Report, CRADA Number CRD-19-00842

The National Renewable Energy Laboratory (NREL) initiated a Prize with support from Argonne National Laboratory (ANL), Oak Ridge National Laboratory (ORNL), and Pacific Northwest National Laboratory (PNNL), and sponsored by the U.S. Department of Energy Water Power Technologies Office (DOE WPTO) to encourage ideas to reduce the time to commissioning for PSH projects. As a result, nine finalists have been chosen to develop their concepts in advance of the FAST Prize Pitch Contest to be held on October 7, 2019. The national labs will provide technical and business advisement to the noted FAST Prize finalists in preparation for this Pitch Contest.

13 HYDRO ENERGY↗

NASA NTRS1989

Practices in Adequate Structural Design

Structural design and verification of space vehicles and space systems is a very tricky and awe inspiring business, particularly for manned missions. Failures in the missions with loss of life is devastating personally and nationally. The scope of the problem is driven by high performance requirements which push state-of-the-art technologies, creating high sensitivites to small variations and uncertainties. Insurance of safe, reliable flight dictates the use of sound principles, procedures, analysis, and testing. Many of those principles which were refocused by the Space Shuttle Challenger (51-L) accident on January 26, 1986, and the activities conducted to insure safe shuttle reflights are discussed. The emphasis will be focused on engineering, while recognizing that project and project management are also key to success.

Ryan, Robert S.↗

NASA NTRS1996

The Improvement Cycle: Analyzing Our Experience

NASA's Software Engineering Laboratory (SEL), one of the earliest pioneers in the areas of software process improvement and measurement, has had a significant impact on the software business at NASA Goddard. At the heart of the SEL's improvement program is a belief that software products can be improved by optimizing the software engineering process used to develop them and a long-term improvement strategy that facilitates small incremental improvements that accumulate into significant gains. As a result of its efforts, the SEL has incrementally reduced development costs by 60%, decreased error rates by 85%, and reduced cycle time by 25%. In this paper, we analyze the SEL's experiences on three major improvement initiatives to better understand the cyclic nature of the improvement process and to understand why some improvements take much longer than others.

Pajerski, Rose↗

DOE OSTI2020

Status Report on IES Plug-and-Play Framework

This report discusses the status of the flexible plug-and-play framework development currently ongoing that aims to integrate Modelica/Dymola with the Risk Analysis and Virtual ENviroment (RAVEN) software in terms of both Functional Mock-Up Interface (FMI)/Functional Mock-Up Unit (FMU) construction and repository structures that aim to ease the sharing and simulation of complex dynamic models. This report provides discusses the FMI/FMU adaptors that have been created within the HYBRID repository to allow users to quickly export models as FMUs. Several examples are shown that highlight the step-by-step process of converting an existing Modelica model into an FMU for use within the Dymola platform. Simulation results demonstrate that, while minor differences may occur, the overall control, trends, and solution integrity is maintained between standard Modelica simulation and FMU simulation results. However, it is worth noting that, for small systems, the FMU results have a slower simulation time than the Modelica only simulation. Using this process, a company can provide models that contain proprietary information to entities without disclosing any of the information about the model that could be considered business sensitive. Such an ability would allow institutions to bypass the necessity of “whitewashing” data. In addition to the investigative work being conducted on FMUs and FMIs, a series of updates to the hybrid repository has been completed. These updates include the addition of Modelica system-level regression tests and software quality assurance documentation that ensure that modifications to the Modelica models do not alter system-level model results. Overall, extensive work has been completed on developing FMUs and FMIs from existing models, understanding the requirements and limitations of FMUs, and opensourcing the HYBRID repository with an integrated regression system.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2021

Development of the IES Plug-and-Play Framework

This report discusses the status of the flexible plug-and-play framework development currently ongoing that aims to integrate Modelica/Dymola with the Risk Analysis and Virtual ENvironment (RAVEN) software in terms of both Functional Mock-Up Interface (FMI)/Functional Mock-Up Unit (FMU) construction and repository structures that aim to ease the sharing and simulation of complex dynamic models. This report aims to provide an overview of all the performed activities resolving around the deployment of methods, software infrastructures, guidelines and workflow for the construction and usage of models, encapsulated using the FMI/FMU protocols and standards. In particular, the report is organized in three main macro-subjects, which are connected to each other: - FMI/FMU adaptors for modelica models - HYBRID repository new structure and open-source deployment - RAVEN FMI/FMU exporting capabilities and Artificial Intelligence (AI)-based analysis acceleration. The first part of the report discusses the FMI/FMU adaptors that have been created within the HYBRID repository to allow users to quickly export models, such as FMUs. Several examples are shown that highlight the step-by-step process of converting an existing Modelica model into an FMU for use within the Dymola platform. Simulation results demonstrate that, while minor differences may occur, the overall control, trends, and solution integrity are maintained between standard Modelica simulation and FMU simulation results. However, it is worth noting that, for small systems, the FMU results have a slower simulation time than the Modelica only simulation. Using this process, a company can provide models that contain proprietary information to entities without disclosing any of the information about the model that could be considered business sensitive. Such an ability would allow institutions to bypass the necessity of “whitewashing” data. In the second part of the report, the new structure of the HYBRID repository is discussed with a major focus on the series of updates that has been completed. These updates include the addition of Modelica system-level regression tests and software quality assurance documentation that ensure that modifications to the Modelica models do not alter system-level model results. The third and final part of the report aims to report the work that has been performed for the deployment of methods and workflows for the construction of RAVEN AI-based models compliant with the FMI/FMU standard. Such development represents the key for the deployment of the concept of “Flexible ecosystem” since it allows for the replacement of high-fidelity modelica models (or any other FMI/FMU compliant model) with RAVEN generated AI surrogate models. Overall, extensive work has been completed on developing FMUs and FMIs from existing models, understanding the requirements and limitations of FMUs, and open-sourcing the HYBRID repository with an integrated regression system.

42 ENGINEERING↗

DOE OSTI2021

Development of the IES Plug-and-Play Framework

This report discusses the status of the flexible plug-and-play framework development currently ongoing that aims to integrate Modelica/Dymola with the Risk Analysis and Virtual ENvironment (RAVEN) software in terms of both Functional Mock-Up Interface (FMI)/Functional Mock-Up Unit (FMU) construction and repository structures that aim to ease the sharing and simulation of complex dynamic models. This report aims to provide an overview of all the performed activities resolving around the deployment of methods, software infrastructures, guidelines and workflow for the construction and usage of models, encapsulated using the FMI/FMU protocols and standards. In particular, the report is organized in three main macro-subjects, which are connected to each other: - FMI/FMU adaptors for modelica models - HYBRID repository new structure and open-source deployment - RAVEN FMI/FMU exporting capabilities and Artificial Intelligence (AI)-based analysis acceleration. The first part of the report discusses the FMI/FMU adaptors that have been created within the HYBRID repository to allow users to quickly export models, such as FMUs. Several examples are shown that highlight the step-by-step process of converting an existing Modelica model into an FMU for use within the Dymola platform. Simulation results demonstrate that, while minor differences may occur, the overall control, trends, and solution integrity are maintained between standard Modelica simulation and FMU simulation results. However, it is worth noting that, for small systems, the FMU results have a slower simulation time than the Modelica only simulation. Using this process, a company can provide models that contain proprietary information to entities without disclosing any of the information about the model that could be considered business sensitive. Such an ability would allow institutions to bypass the necessity of “whitewashing” data. In the second part of the report, the new structure of the HYBRID repository is discussed with a major focus on the series of updates that has been completed. These updates include the addition of Modelica system-level regression tests and software quality assurance documentation that ensure that modifications to the Modelica models do not alter system-level model results. The third and final part of the report aims to report the work that has been performed for the deployment of methods and workflows for the construction of RAVEN AI-based models compliant with the FMI/FMU standard. Such development represents the key for the deployment of the concept of “Flexible ecosystem” since it allows for the replacement of high-fidelity modelica models (or any other FMI/FMU compliant model) with RAVEN generated AI surrogate models. Overall, extensive work has been completed on developing FMUs and FMIs from existing models, understanding the requirements and limitations of FMUs, and open-sourcing the HYBRID repository with an integrated regression system.

14 SOLAR ENERGY↗

NASA NTRS2006

An Extraordinary Year for Managing Technology

It's wonderful to be back home again in Indiana. I am honored to be here with you today to share two important results of effective technology management. The first is the indirect return on investment that Americans get from NASA's relatively lean annual budget, and the second is the direct economic benefits that the great state of Indiana and businesses nationwide realize through multiple contracts with NASA. As a proud Purdue graduate and deputy director of one of NASA's highest-priority, multi-billion dollar projects, I have a vested interest in this conference and in the outcome of this work. My goal today is to help you better understand the types of work in which NASA engages and to provide avenues for you to pursue opportunities with America's space Agency, if that is a good fit for your company. You may already know that NASA and various Indiana businesses and universities are partners in the pursuit of improving life on Earth through scientific discoveries that pay dividends in terms of expanded knowledge, as well as big-picture conveniences and a multitude of spin-offs. Whether your organization is large or small, NASA offers numerous opportunities to participate. Before I provide some motivating facts and figures about the aerospace industry and its economic impact, I want to set the stage by sharing several notable examples of how 2005 was an extraordinary year for technology management at NASA, a subject that I can speak about firsthand.

Dumbacher, Daniel L.↗

NASA NTRS2014

Life Cycle Analysis of Dedicated Nano-Launch Technologies

Recent technology advancements have enabled the development of small cheap satellites that can perform useful functions in the space environment. Currently, the only low cost option for getting these payloads into orbit is through ride share programs - small satellites awaiting the launch of a larger satellite, and then riding along on the same launcher. As a result, these small satellite customers await primary payload launches and a backlog exists. An alternative option would be dedicated nano-launch systems built and operated to provide more flexible launch services, higher availability, and affordable prices. The potential customer base that would drive requirements or support a business case includes commercial, academia, civil government and defense. Further, NASA technology investments could enable these alternative game changing options. With this context, in 2013 the Game Changing Development (GCD) program funded a NASA team to investigate the feasibility of dedicated nano-satellite launch systems with a recurring cost of less than $2 million per launch for a 5 kg payload to low Earth orbit. The team products would include potential concepts, technologies and factors for enabling the ambitious cost goal, exploring the nature of the goal itself, and informing the GCD program technology investment decision making process. This paper provides an overview of the life cycle analysis effort that was conducted in 2013 by an inter-center NASA team. This effort included the development of reference nano-launch system concepts, developing analysis processes and models, establishing a basis for cost estimates (development, manufacturing and launch) suitable to the scale of the systems, and especially, understanding the relationship of potential game changing technologies to life cycle costs, as well as other factors, such as flights per year.

nanolaunch↗

NASA NTRS2005

The Space Laser Business Model

Creating long-duration, high-powered lasers, for satellites, that can withstand the type of optical misalignment and damage dished out by the unforgiving environment of space, is work that is unique to NASA. It is complicated, specific work, where each step forward is into uncharted territory. In the 1990s, as this technology was first being created, NASA gave free reign to a group of "laser jocks" to develop their own business model and supply the Space Agency with the technology it needed. It was still to be a part of NASA as a division of Goddard Space Flight Center, but would operate independently out of a remote office. The idea for this satellite laboratory was based on the Skunk Works concept at Lockheed Martin Corporation. Formerly known as the Lockheed Corporation, in 1943, the aerospace firm, realizing that the type of advanced research it needed done could not be performed within the confines of a larger company, allowed a group of researchers and engineers to essentially run their own microbusiness without the corporate oversight. The Skunk Works project, in Burbank, California, produced America s first jet fighter, the world s most successful spy plane (U-2), the first 3-times-the-speed-of-sound surveillance aircraft, and the F-117A Nighthawk Stealth Fighter. Boeing followed suit with its Phantom Works, an advanced research and development branch of the company that operates independent of the larger unit and is responsible for a great deal of its most cutting-edge research. NASA s version of this advanced business model was the Space Lidar Technology Center (SLTC), just south of Goddard, in College Park, Maryland. Established in 1998 under a Cooperative Agreement between Goddard and the University of Maryland s A. James Clark School of Engineering, it was a high-tech laser shop where a small group of specialists, never more than 20 employees, worked all hours of the day and night to create the cutting- edge technology the Agency required of them. Drs. Robert Afzal and Joseph Dallas were directors of the SLTC, and led the development and production of active spaceborne, remote-sensing, optical instruments. As a pioneer in the area of photonics, Dr. Dallas led basic research, development, and production of semiconductor laser diode products, improving coupling efficiency through novel physical optics modeling and intracavity phase-correction techniques. He worked for NASA for 15 years, 11 of which were as a civil servant, and 4 of which were as a contractor.

Source record↗

NASA NTRS1974

Space shuttle/payload interface analysis. (Study 2.4) Volume 4: Business Risk and Value of Operations in Space (BRAVO). Part 2: User's manual

The BRAVO User's Manual is presented which describes the BRAVO methodology in terms of step-by-step procedures, so that it may be used as a tool for a team of analysts performing cost effectiveness analyses on potential future space applications. BRAVO requires a relatively general set of input information and a relatively small expenditure of resources. For Vol. 1, see N74-12493; for Vol. 2, see N74-14530.

Source record↗

NASA NTRS1974

Shuttle user analysis (study 2.2). Volume 3: Business risk and value of operations in space (BRAVO). Part 2: User's manual

The purpose of the BRAVO User's Manual is to describe the BRAVO methodology in terms of step-by-step procedures. The BRAVO methodology then becomes a tool which a team of analysts can utilize to perform cost effectiveness analyses on potential future space applications with a relatively general set of input information and a relatively small expenditure of resources. An overview of the BRAVO procedure is given by describing the complete procedure in a general form.

Source record↗