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All sourcesNASA NTRSDOE OSTI
DOE OSTI2017

Final Report for the Contractor Readiness Assessment of the Transient Reactor Test Facility Resumption of Transient Testing Activity at the Idaho National Laboratory

The purpose of this review was to verify readiness for the TREAT restart of transient testing activity at the INL and inform the startup authorization authority decision-making for startup authorization by providing a deliberate and managed determination of the state of readiness preparation and determination of whether operations can be performed safely. Verification of readiness included assuring that equipment operability, procedure viability, and personnel knowledge, skills, and performance are adequate for operations. Because the TREAT (including restart of transient testing activity) is a hazard category-2 nuclear facility and because reactor operation and transient testing activities were suspended for programmatic and funding reasons in excess of a year, DOE O 425.1D required that both a contractor and DOE RA be satisfactorily completed prior to startup of the TREAT and restart of transient testing activity. To this end, DOE directed that a CRA and federal RA be conducted. The CRA IP defined the depth of the CRA through the objectives and CRADs, delineated in Appendix A of the IP; established roles and responsibilities for CRA team activities; and established processes, practices, and protocols for preparation, conduct, documentation, and reporting of the CRA. The approaches and methodologies identified in the IP were used to verify that the BEA management team has established SSCs, developed personnel capabilities and competencies, and implemented safety features, programs, and procedures in a manner that provides reasonable assurance for adequate protection of workers, the public, and the environment in preparation for and execution of the TREAT restart of transient testing activity. This CRA was intended to confirm that (1) the facility is in a state of readiness to safely conduct operations in accordance with the safety basis; and (2) the management control programs are in place to ensure safe operations can be sustained. This equated to mature implementation of the integrated safety management (ISM) in conjunction with implementation of the individual facility authorization basis. This CRA was structured to verify the readiness to conduct restart of transient testing activity safely, and that facility programs were in place to support the restart of transient testing activity.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
NASA NTRS1979

Power Extension Package (PEP) system definition extension, orbital service module systems analysis study. Volume 7: PEP logistics and training plan requirements

Recommendations for logistics activities and logistics planning are presented based on the assumption that a system prime contractor will perform logistics functions to support all program hardware and will implement a logistics system to include the planning and provision of products and services to assure cost effective coverage of the following: maintainability; maintenance; spares and supply support; fuels; pressurants and fluids; operations and maintenance documentation training; preservation, packaging and packing; transportation and handling; storage; and logistics management information reporting. The training courses, manpower, materials, and training aids required will be identified and implemented in a training program.

Source record↗
NASA NTRS1996

Space Station Furnace Facility Management Information System (SSFF-MIS) Development

This report summarizes the chronology, results, and lessons learned from the development of the SSFF-MIS. This system has been nearly two years in development and has yielded some valuable insights into specialized MIS development. General: In December of 1994, the Camber Corporation and Science Applications International Corporation (SAIC) were contracted to design, develop, and implement a MIS for Marshall Space Flight Center's Space Station Furnace Facility Project. The system was to be accessible from both EBM-Compatible PC and Macintosh platforms. The system was required to contain data manually entered into the MIS as well as data imported from other MSFC sources. Electronic interfaces were established for each data source and retrieval was to be performed at prescribed time intervals. The SOW requirement that predominantly drove the development software selection was the dual-platform (IBM-PC and Macintosh) requirement. The requirement that the system would be maintained by Government personnel influenced the selection of Commercial Off-the-shelf software because of its inherent stability and readily available documentation and support. Microsoft FoxPro Professional 2.6 for Windows and Macintosh was selected as the development tool. This is a software development tool that has been in use for many years. It is stable and powerful. Microsoft has since released the replacement for this product, Microsoft Visual FoxPro, but at the time of this development, it was only available on the Windows platform. The initial contract included included the requirement for capabilities relating to the Work- and Organizational Breakdown Structures, cost (plan and actuals), workforce (plan and actuals), critical path scheduling, trend analysis, procurements and contracts, interface to manufacturing, Safety and Mission Assurance, risk analysis, and technical performance indicators. It also required full documentation of the system and training of users. During the course of the contract, the requirements for Safety and Mission Assurance interface, risk analysis, and technical performance indicators were deleted. Additional capabilities were added as reflected in the Contract Chronology below. Modification 4 added the requirement for Support Contractor manpower data, the ability to manually input data not imported from non-nal sources, a general 'health' indicator screen, and remote usage. Mod 6 included the ability to change the level of planning of Civil Service Manpower at any time and the ability to manually enter Op Codes in the manufacturing data where such codes were not provided by the EMPACS database. Modification 9 included a number of changes to report contents and formats. Modification 11 required the preparation of a detailed System Design Document.

Meade, Robert M.↗
DOE OSTI2021

MCC On Boarding Section J-2 (Exhibit H) Quality Assurance Requirements [Slides]

Upon MATOC Award, SUBCONTRACTOR shall submit a Quality Assurance Program for evaluation in accordance with subcontract technical and quality requirements. This may be the Subcontractors corporate QA program. Acceptance by Triad of the SUBCONTRACTORS Quality Assurance Program (QAP), as prescribed in Exhibit H, QC-01A and 01B, allows the SUBCONTRACTOR to execute this contract using their approved QAP. SUBCONTRACTORS QAP as approved by CONTRACTOR must meet the applicable requirements of DOE Order 414.1D (see next slide) and must address flow down of the quality requirements to lower tier subcontractors. Triad acceptance of SUBCONTRACTOR’s QAP approval is required prior to Notice to Proceed with on-site work. A Project Specific QA plan may on rare occasions be required for a specific task

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
NASA NTRS2004

History of Reliability and Quality Assurance at Kennedy Space Center

This Kennedy Historical Document (KHD) provides a unique historical perspective of the organizational and functional responsibilities for the manned and un-manned programs at Kennedy Space Center, Florida. As systems become more complex and hazardous, the attention to detailed planning and execution continues to be a challenge. The need for a robust reliability and quality assurance program will always be a necessity to ensure mission success. As new space missions are defined and technology allows for continued access to space, these programs cannot be compromised. The organizational structure that has provided the reliability and quality assurance functions for both the manned and unmanned programs has seen many changes since the first group came to Florida in the 1950's. The roles of government and contractor personnel have changed with each program and organizational alignment has changed based on that responsibility. The organizational alignment of the personnel performing these functions must ensure independent assessment of the processes.

Childers, Frank M.↗
DOE OSTI2019

Final Report for Industrial Base Cybersecurity Initiative (IBCI) Project (FY2019)

Information security issues impact all manufacturing sectors and are particularly troublesome when designs for advanced weapons systems are lost via attacks that propagate through the relatively unprotected lower tiers of the nation's supply chains. The US Manufacturing Industrial Base (MIB) consists of suppliers and distributors that range in size from large prime contractors with extensive cybersecurity resources to small shops with little or no in-house information technology capabilities. The acquisition and maintenance of the technologies, systems, and financial resources needed to assure secure collaborations can be an overwhelming challenge for many manufacturers yet the cost of poor cybersecurity practices can lead to the compromise of national security information worth hundreds of millions of dollars. The Department of Defense Manufacturing Industrial Base Policy organization and the Department of Energy, Energy Efficiency and Renewable Energy Advanced Manufacturing Office have chartered the Los Alamos National Laboratory (LANL) and the Oak Ridge Y-12 National Security Complex (Y-12) to design, develop, and demonstrate a Manufacturing Threat Evaluation Wargaming System (MTEWS). The MTEWS concept is based on the use of a virtual model of the computer networks and cybersecurity protocols used across the MIB that will be continuously updated to reflect the dynamic threat environment. The MTEWS cyber-physical test range will demonstrate a prototype wargaming system that analyzes the impact of new and existing cybersecurity threats while also providing the information needed to sustain the integrity of the MIB supply chains. A long-term goal is the establishment of an enduring national manufacturing operations center that proactively responds to the continuously changing attacks that threaten the MIB and US national security. LANL and Y-12 have formed an Industrial Base Cybersecurity Initiative Team (IBCI), consisting of partners from the public, private and academic sectors, that is developing the MTEWS. To date, most of the project tasks have been centered on the technologies required to create a representative model of the MIB because this is a foundational element for the entire project. Modeling activities at the University of North Carolina at Charlotte (UNC Charlotte) have demonstrated a VMware-based prototype system that can accommodate a network model with up to 350 nodes and includes features such as the option to incorporate network scanning information when building the model and the ability to down select the elements of duplicative networks to a statistically significant subset that avoids redundantly duplicating network configurations. Broad Ordering Agreements have been established with UNC Charlotte and the University of West Florida (UWF) that support a variety of cybersecurity for manufacturing tasks and wide-spread endorsement has been received from government, industry and academia sectors concerning the IBCI goals and technical direction.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
DOE OSTI2020

Underground Test Area (UGTA) Sampling Plan for Corrective Action Units 101 and 102: Central and Western Pahute Mesa, Nevada National Security Site, Nevada

The purpose of this groundwater sampling plan (referred to herein as “the Plan”) is to describe the approach for collecting and analyzing groundwater samples to meet the objectives of the U.S. Department of Energy (DOE), Environmental Management (EM) Nevada Program’s Underground Test Area (UGTA) Activity. The Plan is focused on the Central and Western Pahute Mesa corrective action units (CAUs 101 and 102). The remaining UGTA CAUs are in the final stage of the UGTA strategy (Closure Report [CR] stage), and monitoring requirements for these CAUs are described in their respective CRs. The Plan supersedes the Nevada National Security Site Integrated Groundwater Sampling Plan and its ensuing Record of Technical Change (ROTC) (DOE/EMNV, 2019b). The Plan is designed to ensure compliance with the UGTA Quality Assurance Plan (QAP) and its ensuing ROTC (DOE/EMNV, 2018), and the Federal Facility Agreement and Consent Order (FFACO) (1996, as amended). The Plan is implemented by the Environmental Program Services (EPS) contractor. Implementation of the Plan provides data to complete corrective actions prescribed by the FFACO to protect the public from groundwater contaminated by historical underground nuclear testing. The Plan’s scope comprises sample collection and analysis requirements for assessing the extent of groundwater contamination from underground nuclear testing. Sampling wells located in the communities surrounding the Nevada National Security Site (NNSS) is performed by other organizations (e.g., management and operating [M&O] contractor) and is therefore not included within the Plan. The results of the community sampling are presented in the annual NNSS environmental reports.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS2012

Summer Final Report

The summer of 2012 has been filled with many memorable events and activities. As an intern, I had responsibilities that had to be fulfilled. My tour of duty was completed as an administrative student trainee in the Information Technology and Communications Services Business Office (IT-A). In accordance with the Business Objectives and Agreement of the Business Office and my performance plan, I was to provide business office support, improve business, project management, and technical work processes. With this being stated, I supported a project called "The Big Move Project" (TBMP), which will take course over the next several years. The Big Move Project is the planning of the Information Technology (IT) Directorate's relocation to various buildings in the course of upcoming years, when designs and the building of Central Campus have been completed. Working directly with my supervisor and the project manager, I was responsible for gathering both administrative and operational area requirements for the Information Technology (IT) Directorate, along with its outsourced support and contractors, such as IMCS, NICS, and ACES. My first action was to create rubrics that will serve as a guideline for the information that should be given by each branch of IT. After receiving that information via a few KAITS actions, I was able to start the consolidation process, and begin working on a presentation. A SharePoint was created shortly after for others to view the progression of the project, which I managed. During the consolidation ofthis information, I would occasionally present to the IT Deputy Director and IT Chiefs. The draft of this presentation was shown to employees of Center Operations (T A) and stakeholders-IT Chief Officers and contractor managers-in the relocation of IT to make them aware of what requirements must be met that will enable IT to be accommodated appropriately in the design of Central Campus Phase 11-the time in which IT and its contractors are scheduled to be relocated. Besides supporting TBMP, I also supported the Section 508 Policy Compliance Coordinator, R. Liang. Section 508 is a policy that requires employers to implement accessibility assurance of information and technology to disabled communities. On Thursday, July 19, 2012, I was able to go to Camp Boggy Creek-a camp for disabled children-for an education outreach, in collaboration with the Education Office. We shared with them information about how astronauts live and work in space, they were able to ride hovercrafts, build paper rockets, and then launch them outside. Although this outreach was quite fun with the kids at the camp, this was a learning opportunity to gain some insight to those with cognitive and physical disabilities, the problems they typically face, and in tum, how to accommodate those with disabilities in the work environment. In the process of implementing accessibility and Section 508 compliance, I attended various teleconferences, did field runs to supply closed-caption call phones to employees with limited hearing, and helped with the development of the charter ofthe Section 508 Compliance Working Group.

Makidi, Nitou↗
NASA NTRS2016

Supplier Assessment System (SAS)

Background: Sponsored by NASA Headquarters; Charter - provide information to assist the quality assurance community in evaluating and determining supplier risk; Comprehensive on-line repository of supplier information; Available to approved civil service personnel from all NASA Centers, other U.S. Government Agencies, Prime Contractors, and NASA direct support contractors; User access to specific data types or documents is controlled as needed.

Dietrich, Kristen↗
DOE OSTI2013

Safety-Class Uninterruptable Power Supply Integrator for the TA-55 TRP II Project: REQUEST FOR QUALIFICATION No. ADPM-001 - PREQUALIFICATION CRITERIA

LANS is seeking to establish qualified suppliers for the detailed design and installation of a Safety-Class, Class 1E Uninterruptable Power Supply (UPS) system in accordance with ASME NQA-1 2008 and 2009 addenda and IEEE Std. 344, respectively. This scope includes all activities from detailed design of the UPS through procurement, installation, post installation testing, and dedication (as required) at Technical Area (TA)-55. Design, procurement, installation and testing of all safety-related components must be in accordance with NQA-1 and must be purchased from qualified suppliers that have an NQA-1 program or through Commercial Grade Dedication (CGD) in accordance with NQA-1 a-2009, Subpart 2.14. The SUBCONTRACTOR shall plan, schedule, coordinate, test, inspect and assure effective performance of all aspects of the UPS system as described herein. LANL intends to issue a separate RFP (excluding work specified herein) for work to be performed by a General Contractor supporting the UPS Project including procurement and installation of the new UPS building, pre-stressed concrete, structural steel, HVAC, fire protection, site utilities, and other ancillary equipment and components required for the facility.

42 ENGINEERING↗
NASA NTRS1979

Power Extension Package (PEP) system definition extension, orbital service module systems analysis study. Volume 12: PEP data item descriptions

Contractor information requirements necessary to support the power extension package project of the space shuttle program are specified for the following categories of data: project management; configuration management; systems engineering and test; manufacturing; reliability, quality assurance and safety; logistics; training; and operations.

Source record↗
NASA NTRS2010

Altitude Testing of Large Liquid Propellant Engines

The National Aeronautics and Space Administration entered a new age on January 14, 2004 with President Bush s announcement of the creation the Vision for Space Exploration that will take mankind back to the Moon and on beyond to Mars. In January, 2006, after two years of hard, dedicated labor, engineers within NASA and its contractor workforce decided that the J2X rocket, based on the heritage of the Apollo J2 engine, would be the new engine for the NASA Constellation Ares upper stage vehicle. This engine and vehicle combination would provide assured access to the International Space Station to replace that role played by the Space Shuttle and additionally, would serve as the Earth Departure Stage, to push the Crew Excursion Vehicle out of Earth Orbit and head it on a path for rendezvous with the Moon. Test as you fly, fly as you test was chosen to be the guiding philosophy and a pre-requisite for the engine design, development, test and evaluation program. An exhaustive survey of national test facility assets proved the required capability to test the J2X engine at high altitude for long durations did not exist so therefore, a high altitude/near space environment testing capability would have to be developed. After several agency concepts the A3 High Altitude Testing Facility proposal was selected by the J2X engine program on March 2, 2007 and later confirmed by a broad panel of NASA senior leadership in May 2007. This facility is to be built at NASA s John C. Stennis Space Center located near Gulfport, Mississippi. 30 plus years of Space Shuttle Main Engine development and flight certification testing makes Stennis uniquely suited to support the Vision For Space Exploration Return to the Moon. Propellant handling infrastructure, engine assembly facilities, a trained and dedicated workforce and a broad and varied technical support base will all ensure that the A3 facility will be built on time to support the schedule needs of the J2X engine and the ultimate flight of the first Ares I vehicle. The A3 facility will be able to simulate pre-ignition altitude from sea-level to 100,000 feet and maintain it up to 650 seconds. Additionally the facility will be able to accommodate initial ignition, shutdown and then restart test profiles. A3 will produce up to 5000 lbm/sec of superheated steam utilizing a Chemical Steam generation system. Two separate inline steam ejectors will be used to produce a test cell vacuum to simulate the 100,000 ft required altitude. Operational capability will ensure that the facility can start up and shutdown without producing adverse pressure gradients across the J2X nozzle. The facility will have a modern thrust measurement system for accurate determination of engine performance. The latest advances in data acquisition and control will be incorporated to measure performance parameters during hotfire testing. Provisions are being made in the initial design of the new altitude facility to allow for testing of other, larger engines and potential upper stage launch vehicles that might require vacuum start testing of the engines. The new facility at Stennis Space Center will be complete and ready for hotfire operations in late 2010.

Maynard, Bryon T.↗
NASA NTRS1990

Demonstrating artificial intelligence for space systems - Integration and project management issues

As part of its Systems Autonomy Demonstration Project (SADP), NASA has recently demonstrated the Thermal Expert System (TEXSYS). Advanced real-time expert system and human interface technology was successfully developed and integrated with conventional controllers of prototype space hardware to provide intelligent fault detection, isolation, and recovery capability. Many specialized skills were required, and responsibility for the various phases of the project therefore spanned multiple NASA centers, internal departments and contractor organizations. The test environment required communication among many types of hardware and software as well as between many people. The integration, testing, and configuration management tools and methodologies which were applied to the TEXSYS project to assure its safe and successful completion are detailed. The project demonstrated that artificial intelligence technology, including model-based reasoning, is capable of the monitoring and control of a large, complex system in real time.

Hack, Edmund C.↗
DOE OSTI2016

Maintenance of Maywood Laboratory Operations Support During Contractor Transition and Replacement of the Project Databases - 16329

In December 2013, Cabrera Services (Cabrera) executed transition of the FUSRAP Maywood Superfund Site remediation project operations, including an on-site accredited environmental lab, from a large business that had established technology infrastructure in place for over a decade which required updating to support the expected remediation scope and client needs. As of November 2015, Cabrera has shipped over 116,000 yd{sup 3} of contaminated soil to disposal facilities. During the transition, the USACE FUSRAP Maywood Laboratory (UFML) continued to support project operations, providing the expected timely and reliable results and maintaining their New Jersey Department of Environmental Protection certification for all parameters of concern, while having to cope with new challenges and additional tasks having the potential to disrupt the laboratory's ability to support project operations. This case study examines the challenges with maintaining a certified radiochemistry laboratory and an aggressive remediation schedule during a period of prime contractor transition which included a complete IT infrastructure overhaul, and conversion of the existing Microsoft Access laboratory database and project Electronic Data Management System (EDMS) to a customized commercial solution. Challenges: I. Procurement of a new database subcontractor and working closely with them to achieve the following: a. Migration of all environmental (including radiological, chemical, and quality control), health and safety, and spatial data as well as reports, queries, and analytical instrument software processes from a MS Access data management system to a SQL server system; and b. Verification that the functionality and data integrity of the databases remained intact. II. The onsite laboratory was changed over to a new onsite network and the following tasks were completed with little or no interruption to site operations by January 10, 2014: i. Installation of new instrument personal computers (PCs) and making them fully operational; ii. Configuration of the lab domain and server to host the LIMS (replaced all servers/domain/workstations with Windows 7 and Server 2012 machines). iii. Networking of the laboratory building into the rest of the project site via fiber optic cabling across the site. iv. Upgrade of the wide area network (WAN) data connection to high-speed Fiber Optic service; v. Upgrade of the telephones into voice over internet protocol (VOIP) phones. vi. Splitting of the database into front ends and a centralized back-end hosted on the new server to allow simultaneous access for fixes and improvements. III. Phone service interruption; phone systems were operational by January 10, 2014. Additional Tasks: I. Revision of the USACE FUSRAP Maywood Laboratory (UFML) Quality Systems Manual Rev. 1 Submitted 01/16/14; II. Writing of the Uniform Federal Policy Quality Assurance Project Plan Rev. 1 (UFP-QAPP) submitted 1/21/14. This document replaced the prior project data quality plan, the Chemical Data Quality Management Plan. III. Support of USACE communications to the New Jersey Department of Environmental Protection (NJDEP) on lab management and personnel transition to Cabrera. This work was important since it ensured a smooth transition and shows how critical project records infrastructure such as databases, can be upgraded with minimal interruption of project support. Such work may provide benefit to other similar projects, especially long term projects where database infrastructure upgrades may be beneficial in terms of improved efficiencies in data recording and transfer, and improved security in data storage. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1989

Evaluating Statistical Process Control (SPC) techniques and computing the uncertainty of force calibrations

In recent years there has been a push within NASA to use statistical techniques to improve the quality of production. Two areas where statistics are used are in establishing product and process quality control of flight hardware and in evaluating the uncertainty of calibration of instruments. The Flight Systems Quality Engineering branch is responsible for developing and assuring the quality of all flight hardware; the statistical process control methods employed are reviewed and evaluated. The Measurement Standards and Calibration Laboratory performs the calibration of all instruments used on-site at JSC as well as those used by all off-site contractors. These calibrations must be performed in such a way as to be traceable to national standards maintained by the National Institute of Standards and Technology, and they must meet a four-to-one ratio of the instrument specifications to calibrating standard uncertainty. In some instances this ratio is not met, and in these cases it is desirable to compute the exact uncertainty of the calibration and determine ways of reducing it. A particular example where this problem is encountered is with a machine which does automatic calibrations of force. The process of force calibration using the United Force Machine is described in detail. The sources of error are identified and quantified when possible. Suggestions for improvement are made.

Navard, Sharon E.↗
DOE OSTI2012

Savannah River Site Environmental Report for 2011

The Savannah River Site Environmental Report for 2011 (SRNS-STI-2012-00200) is an overview of effluent monitoring and environmental surveillance activities conducted on and in the vicinity of SRS from January 1 through December 31, 2011 - including the Site’s performance against applicable standards and requirements. Details are provided on major programs such as the Environmental Management System (EMS) and permit compliance. Information for the 2011 report was compiled and prepared by the Environmental Compliance and Area Completion Projects (EC&ACP) Department of Savannah River Nuclear Solutions LLC (SRNS), the Site’s Management and Operations (M&O) contractor. The “Environmental Monitoring Program Management Plan” (SRS EM Plan, 2010) documents 1) the rationale and objectives for the monitoring program, 2) the frequency of monitoring and analysis, 3) the various sampling locations, and 4) the specific analytical and sampling protocols used. The “Environmental Monitoring Quality Assurance Project Plan” (SRS EM QA Plan, 2010) describes the associated quality assurance requirements.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗