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NASA NTRS1992

Spacecraft COst REduction Team (SCORE): TQM/CI on a massive scale

The business of building satellites and space systems has matured. Few missions require, or can afford, excellent performance at any price. The new paradigm is doing more with less, providing quality systems at lower cost--in other words, doing our job 'Faster-Better-Cheaper.' The TRW Spacecraft COst REduction (SCORE) initiative was launched in 1990 by Daniel S. Goldin, then general manager of TRW's Space & Technology Group. The SCORE mission is to apply continuous improvement (CI) techniques to effect major reductions in the cost (our primary goal) and span time (as a corollary) required for the production of spacecraft. SCORE is a multi-year initiative that is having a profound effect on both the procedural and the cultural aspects of how we do business. The objectives of this initiative are being realized. The focus of this paper is not on the results of SCORE per se, but rather on the things we have leaned about how to do continuous improvement on a massive scale, with multilevel (hierarchical) CI teams. The following sections summarize the chronology of the SCORE initiative, from team formation to development of the year-end report for 1991. Lessons learned, the core of this presentation, are discussed--with particular focus on the unique aspects of SCORE. The SCORE initiative is continuing and, as a part of our evolving culture, will never end. It has resulted in profound insights into the way we do work and (the topic at hand) how to do CI for large and complex multidisciplinary development activities.

Bullard, Jerry D.↗

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.↗

NASA NTRS1992

George M. Low Trophy: NASA's quality and excellence award. 1992 recipients: Honeywell Clearwater, IBM Houston

The George M. Low Trophy is awarded to current NASA contractors, subcontractors, and suppliers in the aerospace industry who have demonstrated sustained excellence and outstanding achievements in quality and productivity for three or more years. The objectives of the award are to increase public awareness of the importance of quality and productivity to the Nation's aerospace program and industry in general; encourage domestic business to continue efforts to enhance quality, increase productivity, and thereby strengthen competitiveness; and provide the means for sharing the successful methods and techniques used by the applicants with other American enterprises. Information is given on candidate eligibility for large businesses, the selection process, the nomination letter, and the application report. The 1992 highlights and recipients are included.

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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 NTRS1993

Activities involving aeronautical, space science, and technology support for minority institutions

The Final Report addressed the activities with which the Interracial Council for Business Opportunity (ICBO) was involved over the past 12 months. ICBO was involved in the design and development of a CARES Student Tracking System Software (CARES). Cares is intended to provide an effective means of maintaining relevant current and historical information on NASA-funded students through a range of educational program initiatives. ICBP was extensively involved in the formation of a minority university consortium amd implementation of collaborative research activities by the consortium as part of NASA's Mission to Planet Earth/Earth Observing System. ICBO was involved in the formation of an HBCU/MI Consortium to facilitate technology transfer efforts to the small and minority business community in their respective regions.

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NASA NTRS1993

NASA SBIR abstracts of 1992, phase 1 projects

The objectives of 346 projects placed under contract by the Small Business Innovation Research (SBIR) program of the National Aeronautics and Space Administration (NASA) are described. These projects were selected competitively from among proposals submitted to NASA in response to the 1992 SBIR Program Solicitation. The basic document consists of edited, non-proprietary abstracts of the winning proposals submitted by small businesses. The abstracts are presented under the 15 technical topics within which Phase 1 proposals were solicited. Each project was assigned a sequential identifying number from 001 to 346, in order of its appearance in the body of the report. Appendixes to provide additional information about the SBIR program and permit cross-reference of the 1992 Phase 1 projects by company name, location by state, principal investigator, NASA Field Center responsible for management of each project, and NASA contract number are included.

Schwenk, F. C.↗

NASA NTRS1993

Role of formats in the life cycle of data

This paper's perspective is based on the author's experience generating, analyzing, archiving, and distributing data obtained from satellites, and on the experience gained in data modeling and the development of standards for data understanding under the Consultative Committee for Space Data Systems (CCSDS). Data formats are used to represent all information in digital form, and thus play a major role in all interchanges and access to this information. The need to more efficiently manage and process rapidly growing quantities of data, and to preserve the information contained therein, continue to drive a great interest in data formats. The purpose of this paper is to examine the role of formats as they support the use of data within a space agency. The life-cycle identified is only one of many variations that would be recognized by those familiar with the 'space business', however it is expected that most of the issues raised will be pertinent to other 'space business' life cycles and to other 'non-space' disciplines as well.

Sawyer, Don↗

NASA NTRS1993

ACE: A distributed system to manage large data archives

Competitive pressures in the oil and gas industry are requiring a much tighter integration of technical data into E and P business processes. The development of new systems to accommodate this business need must comprehend the significant numbers of large, complex data objects which the industry generates. The life cycle of the data objects is a four phase progression from data acquisition, to data processing, through data interpretation, and ending finally with data archival. In order to implement a cost effect system which provides an efficient conversion from data to information and allows effective use of this information, an organization must consider the technical data management requirements in all four phases. A set of technical issues which may differ in each phase must be addressed to insure an overall successful development strategy. The technical issues include standardized data formats and media for data acquisition, data management during processing, plus networks, applications software, and GUI's for interpretation of the processed data. Mass storage hardware and software is required to provide cost effective storage and retrieval during the latter three stages as well as long term archival. Mobil Oil Corporation's Exploration and Producing Technical Center (MEPTEC) has addressed the technical and cost issues of designing, building, and implementing an Advanced Computing Environment (ACE) to support the petroleum E and P function, which is critical to the corporation's continued success. Mobile views ACE as a cost effective solution which can give Mobile a competitive edge as well as a viable technical solution.

Daily, Mike I.↗

NASA NTRS1992

Quest for excellence 5

The highlights of the 1992 Malcolm Baldrige National Quality Award winners - AT and T Network Systems Group, Transmission Systems Business Unit; Texas Instrument Defense Systems and Electronics Group; AT and T Universal Card Services; The Ritz Hotel CO; and The Granite Rock Company are presented, along with brief information about the company and their beliefs and business and production strategies for quality manufacturing and products.

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NASA NTRS1992

Virtual reality and planetary exploration

Exploring planetary environments is central to NASA's missions and goals. A new computing technology called Virtual Reality has much to offer in support of planetary exploration. This technology augments and extends human presence within computer-generated and remote spatial environments. Historically, NASA has been a leader in many of the fundamental concepts and technologies that comprise Virtual Reality. Indeed, Ames Research Center has a central role in the development of this rapidly emerging approach to using computers. This ground breaking work has inspired researchers in academia, industry, and the military. Further, NASA's leadership in this technology has spun off new businesses, has caught the attention of the international business community, and has generated several years of positive international media coverage. In the future, Virtual Reality technology will enable greatly improved human-machine interactions for more productive planetary surface exploration. Perhaps more importantly, Virtual Reality technology will democratize the experience of planetary exploration and thereby broaden understanding of, and support for, this historic enterprise.

Mcgreevy, Michael W.↗

NASA NTRS1995

The reusable launch vehicle technology program

Today's launch systems have major shortcomings that will increase in significance in the future, and thus are principal drivers for seeking major improvements in space transportation. They are too costly; insufficiently reliable, safe, and operable; and increasingly losing market share to international competition. For the United States to continue its leadership in the human exploration and wide ranging utilization of space, the first order of business must be to achieve low cost, reliable transportatin to Earth orbit. NASA's Access to Space Study, in 1993, recommended the development of a fully reusable single-stage-to-orbit (SSTO) rocket vehicle as an Agency goal. The goal of the Reusable Launch Vehicle (RLV) technology program is to mature the technologies essential for a next-generation reusable launch system capable of reliably serving National space transportation needs at substantially reduced costs. The primary objectives of the RLV technology program are to (1) mature the technologies required for the next-generation system, (2) demonstrate the capability to achieve low development and operational cost, and rapid launch turnaround times and (3) reduce business and technical risks to encourage significant private investment in the commercial development and operation of the next-generation system. Developing and demonstrating the technologies required for a Single Stage to Orbit (SSTO) rocket is a focus of the program becuase past studies indicate that it has the best potential for achieving the lowest space access cost while acting as an RLV technology driver (since it also encompasses the technology requirements of reusable rocket vehicles in general).

Cook, S.↗

NASA NTRS1995

Excursions in technology policy

This technical report presents a summary of three distinct projects: (1) Measuring economic benefits; (2) Evaluating the SBIR program; and (3) A model for evaluating changes in support for science and technology. the first project deals with the Technology Applications Group (TAG) at NASA Langley Research Center. The mission of TAG is to assist firms interested in commercializing technologies. TAG is a relatively new group as is the emphasis on technology commercialization for NASA. One problem faced by TAG and similar groups at other centers is measuring their effectiveness. The first project this summer, a paper entitled, 'Measuring the Economic Benefits of Technology Transfer from a National Laboratory: A Primer,' focused on this measurement problem. We found that the existing studies of the impact of technology transfer on the economy were conceptually flawed. The 'primer' outlines the appropriate theoretical framework for measuring the economic benefits of technology transfer. The second project discusses, one of the programs of TAG, the Small Business Innovation Research (SBIR) program. This program has led to over 400 contracts with Small Business since its inception in 1985. The program has never been evaluated. Crucial questions such as those about the extent of commercial successes from the contracts need to be answered. This summer we designed and implemented a performance evaluation survey instrument. The analysis of the data will take place in the fall. The discussion of the third project focuses on a model for evaluating changes in support for science and technology. At present several powerful forces are combining to change the environment for science and technology policy. The end of the cold war eliminated the rationale for federal support for many projects. The new- found Congressional conviction to balance the budget without tax increases combined with demographic changes which automatically increase spending for some politically popular programs will make it difficult to find funding for science and technology. Also, the two political parties have very different conceptions of the appropriate future for research and development spending. All these changes create the potential for serious, perhaps unintended, consequences for the economic future of the country. In a paper entitled, 'A Conceptual Framework for Evaluating the Impact of Changes in Federal Support for Science and Technology,' we introduce a model to evaluate the effects of changes in federal spending for science and technology. This paper both provides a way of organizing informed discussions and points out important research topics for science and technology policy.

Archibald, Robert B.↗

NASA NTRS1994

Dual-Use Space Technology Transfer Conference and Exhibition, Volume 1

This document contains papers presented at the Dual-Use Space Technology Transfer Conference and Exhibition held at the Johnson Space Center February 1-3, 1994. Possible technology transfers covered during the conference were in the areas of information access; innovative microwave and optical applications; materials and structures; marketing and barriers; intelligent systems; human factors and habitation; communications and data systems; business process and technology transfer; software engineering; biotechnology and advanced bioinstrumentation; communications signal processing and analysis; new ways of doing business; medical care; applications derived from control center data systems; human performance evaluation; technology transfer methods; mathematics, modeling, and simulation; propulsion; software analysis and decision tools systems/processes in human support technology; networks, control centers, and distributed systems; power; rapid development perception and vision technologies; integrated vehicle health management; automation technologies; advanced avionics; ans robotics technologies. More than 77 papers, 20 presentations, and 20 exhibits covering various disciplines were presented b experts from NASA, universities, and industry.

Kumar Krishen↗

NASA NTRS1994

Transition From NASA Space Communication Systems to Commerical Communication Products

Transitioning from twenty-five years of space communication system architecting, engineering and development to creating and marketing of commercial communication system hardware and software products is no simple task for small, high-tech system engineering companies whose major source of revenue has been the U.S. Government. Yet, many small businesses are faced with this onerous and perplexing task. The purpose of this talk/paper is to present one small business (LinCom) approach to taking advantage of the systems engineering expertise and knowledge captured in physical neural networks and simulation software by supporting numerous National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD) projects, e.g., Space Shuttle, TDRSS, Space Station, DCSC, Milstar, etc. The innovative ingredients needed for a systems house to transition to a wireless communication system products house that supports personal communication services and networks (PCS and PCN) development in a global economy will be discussed. Efficient methods for using past government sponsored space system research and development to transition to VLSI communication chip set products will be presented along with notions of how synergy between government and industry can be maintained to benefit both parties.

Ghazvinian, Farzad↗

NASA NTRS1996

Use of the Advanced Communications Technology Satellite to Promote International Distance Education Programs for Georgetown University

Georgetown's distance education program is designed to demonstrate to faculty and administrators the feasibility and desirability of using two-way video transmission for international education. These programs will extend the reach of Georgetown's educational offerings; enrich the curriculum and content of Georgetown's offerings by interaction with institutions in other nations; enhance the world view of the School of Business Administration; enable Georgetown to share its resources with other institutions outside of the United States; and promote Commerce within the Americas. The primary reason for this pilot program is to evaluate the effectiveness and economic viability of offering academic courses and Small Business Development training.

Bradley, Harold↗

NASA NTRS1996

(Re)inventing Government-Industry R and D Collaboration

This paper describes the lessons learned in developing and operating a large-scale strategic alliance whose organization and coordination is U.S. Government-led using new means for R&D collaboration. Consortia in the United States counter a century of 1884 Sherman Anti-Trust Law-based governmental and legal policy and a longstanding business tradition of unfettered competition. Success in public-private collaboration in America requires compelling vision and motivation by both partners to reinvent our ways of doing business. The foundations for reinventing government and alliance building were laid in 1994 with Vice President Al Gore's mandates for Federal Lab Reviews and other examinations of the roles and missions for the nation's more than 700 government labs. In addition, the 1984 National Cooperative Research Act (NCRA) set in motion the abilities for U.S. companies to collaborate in pre-competitive technology development. The budget realities of the 1990's for NASA and other government agencies demand that government discover the means to accomplish its mission by leveraging resources through streamlining as well as alliances. Federal R&D investments can be significantly leveraged for greater national benefit through strategic alliances with industry and university partners. This paper presents early results from one of NASA's first large-scale public/private joint R&D ventures.

Holmes, Bruce J.↗

NASA NTRS1995

TAG CD-ROM

The purpose of this project was to produce a CD-ROM for the Technology Applications Group. The CD was being developed to allow interested people, organizations, or companies to view the technologies available to them that were developed by NASA research. The CD's main audience however, is any small business. The CD will give the small business an opportunity to see what technologies are available in an inexpensive manner. Most companies probably have a CD-ROM drive on their computers but may not have access to the internet. By using only the internet to inform on the technologies, NASA was not considering a large segment of the population. The CD-ROM can now cover that group of the population.

Rivera, Myrna Syamara↗

NASA NTRS1995

The Use of the Internet to Support General Aviation Research

For the past few years, innovation in the field of General Aviation (GA) has declined. The reason for this decline has not been because of a lack of ideas, but rather a lack of funds necessary to convert these ideas into reality. NASA implemented the Small Business Innovative Research (SBIR) program in an effort to promote new technology in General Aviation. Under this program, small business with good ideas present them to NASA who reviews them and determines their value potential in the GA market. If the company's idea proves worthy, NASA subsidizes their research in three phases that include the research, testing, development, and production of their product. The purpose of my internship this summer was to use the Internet to promote the work of SBIR companies globally to prospective investors.

Rowbottom, James H.↗