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All sourcesNASA NTRSDOE OSTI
NASA NTRS1992

Technology in action

In keeping with the NASA Administrator's announcement that technology transfer will become a fundamental mission of NASA, the Marshall Space Flight Center (MSFC) has initiated new programs to reach the heartland of U.S. industry. The Center has continued to expand its already well-established outreach program aimed at helping American business, industry, and academia at the grassroots level. The goal is to ensure that America regains and maintains its proper place of leadership among the world's technologically developed nations. MSFC's national goal is to enhance America's competitiveness in the world marketplace, fortify the value of the dollar, and ensure technological breakthroughs by American laboratories benefit taxpayers and industries. The Technology Utilization (TU) Office at MSFC believes a number of measures are possible to slow, then halt, and ultimately reverse the erosion of American technological leadership. MSFC's TU Office is reaching out to American industry on an increasingly broadening scope, facilitating the transfer of NASA derived technologies to American businesses, industries, educational institutions, and individuals. There are many valid approaches to achieving this goal. Some, such as the National Technology Initiative, begin at the top and work down through America's top corporate structure. Others, such as the technology transfer program that MSFC has implemented, begin at the one-on-one, grassroots level -- working with small and medium-sized firms that form the bulk of American industry. What can be done by one NASA center is, admittedly, limited. But by extrapolating this one-on-one approach to the more than 700 Federal laboratories, a great deal can be accomplished. This report contains an examination of outreach and in reach programs, problem statements programs, applications projects, new technology reporting, new technology administration, and the need for increased resources to further facilitate technology transfer.

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NASA NTRS2001

Not Your Ordinary GEM

Through Small Business Innovation Research (SBIR) funding from NASA's Stennis Space Center, Geophex devised a new design for broadband electromagnetic sensors. Geophex developed a patented sensing technology, capable not only of coastal monitoring, but also a variety of other functions, including environmental pollution characterization, groundwater contamination detection, archaeological study, and mineral detection. The new technology is offered in several of the company's products the GEM-2, GEM-2A, and the GEM-3. The Geophex products consist of two primary electromagnetic coils, which are stimulated by alternating currents that generate a magnetic field in the object targeted for investigation. GEM-2 is a handheld, lightweight, programmable, digital device. GEM-2A is an airborne version of the sensor. Suspended from a helicopter, the GEM-2A is used to search for mineral deposits and to survey large tracts of land. The GEM-3 is capable of detecting buried landmines and other active munitions. GEM-3 identifies landmines by their brand names. Because each landmine has its own unique electromagnetic response to the broad frequency band emitted by the GEM-3, bomb identification and disposal strategies are made easier.

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NASA NTRS2002

Sounds like Team Spirit

I recently accompanied my son Dan to one of his guitar lessons. As I sat in a separate room, I focused on the music he was playing and the beautiful, robust sound that comes from a well-played guitar. Later that night, I woke up around 3 am. I tend to have my best thoughts at this hour. The trouble is I usually roll over and fall back asleep. This time I was still awake an hour later, so I got up and jotted some notes down in my study. I was thinking about the pure, honest sound of a well-played instrument. From there my mind wandered into the realm of high-performance teams and successful projects. (I know this sounds weird, but this is the sort of thing I think about at 3 am. Maybe you have your own weird thoughts around that time.) Consider a team in relation to music. It seems to me that a crack team can achieve a beautiful, perfect unity in the same way that a band of brilliant musicians can when they're in harmony with one another. With more than a little satisfaction I have to admit, I started to think about the great work performed for you by the Knowledge Sharing team, including this magazine you are reading. Over the past two years I personally have received some of my greatest pleasures as the APPL Director from the Knowledge Sharing activities - the Masters Forums, NASA Center visits, ASK Magazine. The Knowledge Sharing team expresses such passion for their work, just like great musicians convey their passion in the music they play. In the case of Knowledge Sharing, there are many factors that have made this so enjoyable (and hopefully worthwhile for NASA). Three ingredients come to mind -- ingredients that have produced a signature sound. First, through the crazy, passionate playing of Alex Laufer, Michelle Collins, Denise Lee, and Todd Post, I always know that something startling and original is going to come out of their activities. This team has consistently done things that are unique and innovative. For me, best of all is that they are always trying to improve on what they've done before. Second, success in any endeavor stems from people who know how to interpret a composition to sound beautiful when played in a different style. For Knowledge Sharing to work, it must be adapted, reinterpreted, shaped and played with at the centers. In this regard, we've been blessed with another crazy, passionate, inspired artist named Claire Smith. Claire has turned Ames Research Center in California into APPL-west. She is so good and committed to what she does that I just refer people to her whenever they have questions about implementing project management development at the field level. Finally, any great effort requires talented people working behind the scenes, the people who formulate a business approach and know how to manage the money so that the music gets heard. I have known many brilliant and creative people with a ton of ideas that never take off due to an inability to work the business. Again, the Knowledge Sharing team has been fortunate to have competent and passionate people, specifically Tony Maturo and his procurement team at Goddard Space Flight Center, to make sure the process is in place to support the effort. This kind of support is every bit as crucial as the activity itself, and the efforts and creativity that go into successful procurement and contracting is a vital ingredient of this successful team.

Hoffman, Edward↗
NASA NTRS2004

The Geo Quick Ride (GQR) Program: Providing Inexpensive and Frequent Access to Space

This paper examines piggybacking NASA, university, and industry payloads on commercial geosynchronous satellites. NASA's RSDO Office awarded Geo Quick Ride (GQR) study contracts in 1998 to spacecraft manufactures to examine the issues with flying secondary payloads. The study results were very promising. Commercial communication satellites have frequent flights and significant unused resources that could be used to fly secondary payloads. However, manifesting secondary payloads on a commercial revenue-generating satellite is a complex problem to solve. The solution requires multiple simultaneous approaches in order to be successful. There are business, economic, technical, schedule, and organizational issues to be resolved. This paper examines the Geo Quick Ride (GQR) concept, discusses the development issues, and describes how this concept solves many of these issues.

Caffrey, Robert↗
NASA NTRS2004

Decision Support Systems for Research and Management in Advanced Life Support

Decision support systems have been implemented in many applications including strategic planning for battlefield scenarios, corporate decision making for business planning, production planning and control systems, and recommendation generators like those on Amazon.com(Registered TradeMark). Such tools are reviewed for developing a similar tool for NASA's ALS Program. DSS are considered concurrently with the development of the OPIS system, a database designed for chronicling of research and development in ALS. By utilizing the OPIS database, it is anticipated that decision support can be provided to increase the quality of decisions by ALS managers and researchers.

Rodriquez, Luis F.↗
NASA NTRS1978

Solar Hot Water Heater

The solar panels pictured below, mounted on a Moscow, Idaho home, are part of a domestic hot water heating system capable of providing up to 100 percent of home or small business hot water needs. Produced by Lennox Industries Inc., Marshalltown, Iowa, the panels are commercial versions of a collector co-developed by NASA. In an effort to conserve energy, NASA has installed solar collectors at a number of its own facilities and is conducting research to develop the most efficient systems. Lewis Research Center teamed with Honeywell Inc., Minneapolis, Minnesota to develop the flat plate collector shown. Key to the collector's efficiency is black chrome coating on the plate developed for use on spacecraft solar cells, the coating prevents sun heat from "reradiating," or escaping outward. The design proved the most effective heat absorber among 23 different types of collectors evaluated in a Lewis test program. The Lennox solar domestic hot water heating system has three main components: the array of collectors, a "solar module" (blue unit pictured) and a conventional water heater. A fluid-ethylene glycol and water-is circulated through the collectors to absorb solar heat. The fluid is then piped to a double-walled jacket around a water tank within the solar module.

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NASA NTRS2008

NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations

The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.

Dumbacher, Daniel L.↗
NASA NTRS2015

Commercial Crew Cost Estimating - A Look at Estimating Processes, Challenges and Lessons Learned

To support annual PPBE budgets and NASA HQ requests for cost information for commercial crew transportation to the International Space Station (ISS), the NASA ISS ACES team developed system development and per flight cost estimates for the potential providers for each annual PPBE submit from 2009-2014. This paper describes the cost estimating processes used, challenges and lessons learned to develop estimates for this key NASA project that diverted from the traditional procurement approach and used a new way of doing business

Battle, Rick↗
NASA NTRS2017

Methodology for Assessing Reusability of Spaceflight Hardware

In 2011 the Space Shuttle, the only Reusable Launch Vehicle (RLV) in the world, returned to earth for the final time. Upon retirement of the Space Shuttle, the United States (U.S.) no longer possessed a reusable vehicle or the capability to send American astronauts to space. With the National Aeronautics and Space Administration (NASA) out of the RLV business and now only pursuing Expendable Launch Vehicles (ELV), not only did companies within the U.S. start to actively pursue the development of either RLVs or reusable components, but entities around the world began to venture into the reusable market. For example, SpaceX and Blue Origin are developing reusable vehicles and engines. The Indian Space Research Organization is developing a reusable space plane and Airbus is exploring the possibility of reusing its first stage engines and avionics housed in the flyback propulsion unit referred to as the Advanced Expendable Launcher with Innovative engine Economy (Adeline). Even United Launch Alliance (ULA) has announced plans for eventually replacing the Atlas and Delta expendable rockets with a family of RLVs called Vulcan. Reuse can be categorized as either fully reusable, the situation in which the entire vehicle is recovered, or partially reusable such as the National Space Transportation System (NSTS) where only the Space Shuttle, Space Shuttle Main Engines (SSME), and Solid Rocket Boosters (SRB) are reused. With this influx of renewed interest in reusability for space applications, it is imperative that a systematic approach be developed for assessing the reusability of spaceflight hardware. The partially reusable NSTS offered many opportunities to glean lessons learned; however, when it came to efficient operability for reuse the Space Shuttle and its associated hardware fell short primarily because of its two to four-month turnaround time. Although there have been several attempts at designing RLVs in the past with the X-33, Venture Star and Delta Clipper Experimental (DC-X), reusability within the spaceflight arena is still in its infancy. With unlimited resources (namely, time and money), almost any launch vehicle and its associated hardware can be made reusable. However, an endless supply of funds for space exploration is not the case in today's economy for neither government agencies nor their commercial counterparts. Therefore, any organization wanting to be a leader in space exploration and remain competitive in this unforgiving space faring industry must confront shrinking budgets with more cost conscious and efficient designs. Therefore, standards for developing reusable spaceflight hardware need to be established. By having standards available to existing and emerging companies, some of the potential roadblocks and limitations that plagued previous attempts at reuse may be minimized or completely avoided.

Childress-Thompson, Rhonda↗
NASA NTRS2007

Program Management Tool

The Program Management Tool (PMT) is a comprehensive, Web-enabled business intelligence software tool for assisting program and project managers within NASA enterprises in gathering, comprehending, and disseminating information on the progress of their programs and projects. The PMT provides planning and management support for implementing NASA programmatic and project management processes and requirements. It provides an online environment for program and line management to develop, communicate, and manage their programs, projects, and tasks in a comprehensive tool suite. The information managed by use of the PMT can include monthly reports as well as data on goals, deliverables, milestones, business processes, personnel, task plans, monthly reports, and budgetary allocations. The PMT provides an intuitive and enhanced Web interface to automate the tedious process of gathering and sharing monthly progress reports, task plans, financial data, and other information on project resources based on technical, schedule, budget, and management criteria and merits. The PMT is consistent with the latest Web standards and software practices, including the use of Extensible Markup Language (XML) for exchanging data and the WebDAV (Web Distributed Authoring and Versioning) protocol for collaborative management of documents. The PMT provides graphical displays of resource allocations in the form of bar and pie charts using Microsoft Excel Visual Basic for Application (VBA) libraries. The PMT has an extensible architecture that enables integration of PMT with other strategic-information software systems, including, for example, the Erasmus reporting system, now part of the NASA Integrated Enterprise Management Program (IEMP) tool suite, at NASA Marshall Space Flight Center (MSFC). The PMT data architecture provides automated and extensive software interfaces and reports to various strategic information systems to eliminate duplicative human entries and minimize data integrity issues among various NASA systems that impact schedules and planning.

Gawadiak, Yuri↗
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↗
DOE OSTI2023

Sustainable Chemistry in RD&D to Transform the Chemicals Sector Roundtable

The U.S. Department of Energy (DOE) Industrial Efficiency and Decarbonization Office and Change Chemistry (formerly the Green Chemistry & Commerce Council, GC3) co-hosted the Sustainable Chemistry in RD&D [research, development, and demonstration] to Transform the Chemicals Sector Roundtable on March 7, 2023. The event brought together about 50 participants—from industry, national laboratories, small businesses, startups, nonprofits, and government—to gather input on how to effectively leverage sustainable chemistry to advance industrial decarbonization, industrial efficiency, and environmental justice goals. This report is a summary of the views expressed by individual participants during the roundtable; it is not intended to represent DOE’s views or programmatic priorities.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2023

COLLABORATIVE DEVELOPMENT PROJECTS - PHOTONIC MEMORY CONTROLLER MODULE (P-MCM)

As computational density for high-performance computing and big-data services continues to scale, performance scalability of next generation computing systems is becoming increasingly constrained by limitations in memory access, power dissipation and chip packaging. The processor-memory communication bottleneck, a major challenge in current multicore processors due to limited pin-out and power budget, presents a detrimental scaling barrier to data-intensive computing. A consortium team of small businesses and leading researchers that includes experts from photonics processor-memory architecture, III/V photonic laser design/fabrication, silicon photonics design/fabrication, photonics packaging and assembly, and FPGA-based high-performance memory controller IP development – to collaboratively develop a commercialization path for a Photonic Memory Controller Module (P-MCM).

97 MATHEMATICS AND COMPUTING↗
NASA NTRS2022

National Campaign (NC)-1 Strategic Conflict Management Simulation (X4) Community Based Rules

Projected demand for transportation services in the urban environment has led to the development of several Concepts of Operation for Urban Air Mobility, or UAM. UAM is a concept for the transportation of people and goods in the metropolitan environment using small, efficient aircraft over short distances as part of an expanding multimodal transportation network. UAM will leverage emerging technologies including electric Vertical Takeoff and Landing (eVTOL) aircraft, increasing levels of automation and a new operational paradigm in dense airspace where a set of agreed-upon rules govern the procedures and interactions defining a cooperative environment in which operators are entrusted with a range of functions typically conducted by Air Traffic Control (ATC). These rules, proposed in the FAA NextGen Office’s UAM Concept of Operations [1], were originally termed Community Based Rules or Community Business Rules (CBRs), and will in the future termed Cooperative Operating Practices (COPs); this document uses the original term, CBR. CBRs are a set of rules, developed by the UAM community and (where necessary) approved by the FAA that govern the interactions between UAM entities and limit the need for ATC services including, but not limited to, separation control by ATC, addressing a fundamental challenge to scaling UAM operations. UAM community development of CBRs is anticipated to accelerate the adoption of new practices while retaining the regulatory authority of the FAA within required domains (e.g., NAS safety, security and equal access). However, there currently exists no agreed industry forum or defined procedures for CBR development. Investigation of best practices for the development of UAM CBRs was identified by NASA and the FAA NextGen Office as a research need. In collaboration with seven industry partners, NASA participated in a series of simulations that investigated elements of the envisioned UAM operations, with a primary focus on Strategic Conflict Management (SCM). The development and conduct of cooperative UAM simulations with seven industry partners provided a unique opportunity to investigate CBR development practices. Development of CBRs for the UAM SCM simulations was conducted in parallel with simulation capability development and was closely related to requirements definition for the simulations. As such, the CBR development effort presented herein had two objectives: explore CBR development practices in collaboration with the industry partners and develop an initial set of UAM CBRs to support simulation requirements definition and development. Consensus was achieved among NASA and the industry partners on 24 CBRs that were developed to support the cooperative simulation operations across five topic areas: General (related to test requirements), Operational Intent, Conformance Monitoring, Demand Capacity Balancing, and Airspace Constraint Management. Additional topic areas and CBRs were discussed but were deemed outside the scope of the simulation; these are included in the appendices. A collaborative, iterative process was employed for developing the CBRs engaging both NASA and Industry; because CBR development is envisioned to be community-driven, opportunities were sought that provided industry partners leadership roles in developing CBRs. The following key observations and recommendations may aid the UAM industry in future CBR development efforts: - The lack of a defined process proved challenging initially. Stakeholder engagement in the early stages of CBR development was intermittent and may have been due to the lack of a clear definition of roles and responsibilities of those involved in the effort. - Industry leadership of CBR topic areas proved successful. Discussions in these topic areas were engaging, with alternate viewpoints freely discussed and detailed CBRs resulting. This points to the importance of identifying the best-suited leadership in technical areas for CBR development. - Discussions within a CBR topic area were typically dominated by only a few participants. Whereas all industry partners contributed to CBR development, within each topic area, technical leadership was evident even when not formally established. This observation may indicate that smaller, focused groups may be more effective in initial CBR development than an open forum or large standards development effort (although both maybe required prior to FAA review and approval for some CBRs). - Identifying suitable forums for initial UAM CBR development and identifying the most effective industry participants and leadership will be crucial for successful CBR development. Although the operational need for UAM CBRs may not be immediate, establishing the forums and leadership to define the processes for CBR development is a prudent early step to UAM realization.

Community Based Rules↗
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 NTRS2007

Multi Sensor Approach to Address Sustainable Development

The main objectives of Earth Science research are many folds: to understand how does this planet operates, can we model her operation and eventually develop the capability to predict such changes. However, the underlying goals of this work are to eventually serve the humanity in providing societal benefits. This requires continuous, and detailed observations from many sources in situ, airborne and space. By and large, the space observations are the way to comprehend the global phenomena across continental boundaries and provide credible boundary conditions for the mesoscale studies. This requires a multiple sensors, look angles and measurements over the same spot in accurately solving many problems that may be related to air quality, multi hazard disasters, public health, hydrology and more. Therefore, there are many ways to address these issues and develop joint implementation, data sharing and operating strategies for the benefit of the world community. This is because for large geographical areas or regions and a diverse population, some sound observations, scientific facts and analytical models must support the decision making. This is crucial for the sustainability of vital resources of the world and at the same time to protect the inhabitants, endangered species and the ecology. Needless to say, there is no single sensor, which can answer all such questions effectively. Due to multi sensor approach, it puts a tremendous burden on any single implementing entity in terms of information, knowledge, budget, technology readiness and computational power. And, more importantly, the health of planet Earth and its ability to sustain life is not governed by a single country, but in reality, is everyone's business on this planet. Therefore, with this notion, it is becoming an impractical problem by any single organization/country to bear this colossal responsibility. So far, each developed country within their means has proceeded along satisfactorily in implementing their Earth observing needs but it has left a big void in the developing world who have very limited resources to invest in the space measurements. This paper gives some serious thoughts in what options are there in undertaking this tremendous challenge. The problem is multi-dimensional in terms of budget, technology availability, environmental legislations, public awareness, and communication limitations. Some of these issues are introduced, discussed and possible implementation strategies are provided in this paper to move out of this predicament. A strong emphasis is placed on international cooperation and collaboration to see a collective benefit for this effort

Habib, Shahid↗
DOE OSTI2025

Analysis of US Industrial Assessment Centers (IACs) implementation

Industrial energy assessments are a fundamental action toward developing a decarbonization strategy at any level. They provide an understanding of where energy efficiency opportunities exist and help to make informed business decisions about the costs and benefits of implementing sustainable policies and practices. This paper examines the effectiveness of the Department of Energy's Industrial Assessment Centers Program at providing useful energy-efficiency audits as well as the barriers faced by the program and plans for future growth and improvement. This paper presents an analysis of the program between 1981 and 2022, covering 20,290 industrial assessments and 151,198 recommendations, with $2.6 billion of recommended savings. The analysis includes a breakdown of the IAC recommendations and implemented projects based on both the industrial subsectors according to the Standard Industrial Classification code, energy type, and systems evaluated. The results include a 47 % implementation rate, a gap analysis to understand the missed opportunities, and a discussion about reasons for recommendation rejection. A comparison of the IAC Program with other country-level energy auditing or assessment programs was conducted, and suggestions for improving implementation rates were mentioned.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2021

Usability Evaluation of the Innovation Portal and Integrated Capability Analysis Platform

The usability evaluation of the ICAP and IP tools was conducted as part of the United States (U.S.) Department of Energy (DOE) Light Water Reactor Sustainability (LWRS) ION effort with two evaluators for the Idaho National Laboratory. Many nuclear operations in the United States are facing challenges of increased business, operations, and maintenance costs due to subsidized renewables and natural gas. The commercial NPP industry has looked to other industries to develop methods such as Integrated Operations (IO) to use available technologies to reduce operating costs. One concept for reducing costs that has been developed is the Integrated Operations for Nuclear (ION). A capability Stack model was developed as part of the ION effort to break down information related to People, Technology, Processes, and Governance (PTPG). The Innovation Portal (IP) and Integrated Capability Analysis Platform (ICAP) were created from the Capability Stack model as part of the ION effort to help utilities reduce O&M costs by identifying work reduction opportunities. Two heuristic evaluations and a cognitive walkthrough of the ICAP and IP tools were completed to identify usability issues to further develop the tools for use in the ION effort. Usability issues identified were rated by priority levels and across both tools. The priority levels identified were high (5), medium (11), and low (10). Recommendation were made to help reduce usability issues of the systems and help increase the user response rate of using the systems once they are implemented for utilities. Future work on designs for the IP tool and additional heuristic evaluations and external testing are being developed to continue refinement of the ICAP and IP tools for the ION effort.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗