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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.↗

NASA NTRS2016

S&MA Internship to Support Orion and the European Service Module

As a University Space Research Association (USRA) intern for NASA Johnson Space Center (JSC) during the summer 2016 work term, I worked on three main projects for the Space Exploration Division (NC) of the Safety and Mission Assurance (S&MA) Directorate. I worked on all three projects concurrently. One of the projects involved facilitating the status and closure of technical actions that were created during European Service Module (ESM) safety reviews by the MPCV Safety & Engineering Review Panel (MSERP). The two main duties included accurately collecting and summarizing qualitative data, and communicating that information to the European Space Agency (ESA) and Airbus (ESA's prime contractor) in a clear, succinct and precise manner. This project also required that I create a report on the challenges and opportunities of international S&MA. With its heavy emphasis on soft skills, this project taught me how to communicate better, by showing me how to present and share information in an easy-to-read and understandable format, and by showing me how to cooperate with and culturally respect international partners on a technical project. The second project involved working with the Orion Thermal Protection System (TPS) Process Failure Modes and Effects Analysis (PFMEA) Working Group to create the first full version of the Orion TPS PFMEA. The Orion TPS PFMEA Working Group met twice a week to analyze the Avcoat block installation process for failure modes, the failure modes effects, and how such failure modes could be controlled. I was in charge of implementing changes that were discussed in meeting, but were not implemented real time. Another major task included creating a significant portion of the content alongside another team member outside the two weekly meetings. This project caused me to become knowledgeable about TPS, heatshields, space-rated manufacturing, and non-destructive evaluation (NDE). The project also helped me to become better at working with a small team and helped improved my technical communication skills. My main duty for the third project was creating a Safety Verification Tracking Log (SVTL) for the Orbital Maneuvering System Engine (OMS-E), and contacting subject matter experts to close Hazard Report (HR) control verifications. This project also required me to support other OMS-E safety process tasks, like monitoring OMS-E vibration testing for Quality Assurance (QA) purposes. This project helped me become even more proficient in Excel. Throughout the project, I gained knowledge about the OMS-E system and improved my understanding of pressure systems and propellant systems. In terms of education goals, this work term has affirmed my desire to take a few more space-related courses, like orbital mechanics, so that I can have a better understanding of human spaceflight and the industry surrounding it. However, the work term did not persuade me to pursue a master's degree. In terms of career goals, this work term has helped me clarify the direction I would like to head in the future. The perspective of three summer terms working for NASA in S&MA has allowed me to observe that most S&MA employees joined S&MA after working in other NASA directorates, such as Engineering or Flight Operations. It is my belief that it would be advantageous for both NASA and I for me to broaden my knowledge base and technical skill set by completing hands-on technical work on human spaceflight projects, and for me to integrate my safety experience directly into technical work in other directorates. The other significant advantage to this proposed situation is that if I were to eventually return to S&MA, I would be returning with a substantial set of hands-on technical experience and knowledge, which would be a significant resource for S&MA tasks and projects.

Hutcheson, Connor↗

DOE OSTI2012

Site Environmental Report for 2011, Volumes 1 & 2

The Site Environmental Report for 2011 summarizes Berkeley Lab’s environmental management performance, presents environmental monitoring results, and describes significant programs for calendar year (CY) 2011. Throughout this report, “Berkeley Lab” or “LBNL” refers both to (1) the multiprogram scientific facility the UC manages and operates on the 202-acre university-owned site located in the hills above the UC Berkeley campus, and the site itself, and (2) the UC as managing and operating contractor for Ernest Orlando Lawrence Berkeley National Laboratory. The report is separated into two volumes. Volume I is organized into an executive summary followed by six chapters that include an overview of LBNL, a discussion of its Environmental Management System (EMS), the status of environmental programs, summarized results from surveillance and monitoring activities, and quality assurance (QA) measures. Volume II contains individual data results from surveillance and monitoring activities.

54 ENVIRONMENTAL SCIENCES↗

NASA NTRS1977

Breadboard Facility

In the sixties, Chrysler was NASA's prime contractor for the Saturn I and IB test launch vehicles. The company installed and operated at Huntsville what was known as the Saturn I/IB Development Breadboard Facility. "Breadboard," means an array of electrical and electronic equipment for performing a variety of development and test functions. This work gave Chrysler a broad capability in computerized testing to assure quality control in development of solid-state electronic systems. Today that division is manufacturing many products not destined for NASA, most of them being associated with the company's automotive line. A major project is production and quality-control testing of the "lean-burn" engine, one that has a built-in Computer to control emission timing, and allow the engine to run on a leaner mixture of fuel and air. Other environment-related products include vehicle emission analyzers. The newest of the line is an accurate, portable solid state instrument for testing auto exhaust gases. The exhaust analyzers, now being produced for company dealers and for service

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DOE OSTI2016

Comparison of Laboratory Analytical Methods for Uranium Analysis Superior Steel FUSRAP Site - 16606

The Superior Steel Site processed uranium metal in support of the Atomic Energy Commission's fuel-element development program in the 1950's, and was subsequently classified as a Formerly Utilized Sites Remedial Action Program (FUSRAP) Site. Previous investigations at the site identified uranium contamination both inside and outside the buildings associated with historic uranium metalworking activities. The U.S. Army Corps of Engineers (USACE) is currently engaged in the Remedial Investigation (RI) phase in accordance with the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) of 1980, as amended. As part of the RI, gamma spectroscopy analysis of environmental samples was performed on-site using a laboratory-grade, high-purity germanium (HPGe) spectrometer. The gamma spectroscopy analysis included isotopes of uranium and their progeny. As a quality assurance measure, a subset of samples already analyzed on-site were sent to a certified, commercial, off-site laboratory for analysis using a suite of analytical methods including gamma spectroscopy, alpha spectroscopy, and mass spectroscopy. As an element of the quality assurance program implemented for the RI, an assessment of the correlations between the various analytical methods employed by both the on-site and off-site laboratory was performed. This assessment revealed inconsistencies between on-site and off-site gamma spectroscopy analytical results, which raised concerns about the appropriateness and suitability of the analytical data. To resolve the data quality concerns and better understand the source(s) of analytical results variability, the Superior Steel RI team (USACE together with its contractor, Amec Foster Wheeler) developed a quality control test whose design objective was to control or practically eliminate sampling and sample preparation variability in order to focus more clearly on analytical variability. This paper discusses the results of this supplemental quality control test, showing the differences in the various analytical methods (both on-site and off-site). It demonstrates in a practical and real world setting how sample preparation and analytical variability, if not controlled and understood can impact data quality and data defensibility. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS1991

FY 1991 safety program status report

In FY 1991, the NASA Safety Division continued efforts to enhance the quality and productivity of its safety oversight function. Recent initiatives set forth in areas such as training, risk management, safety assurance, operational safety, and safety information systems have matured into viable programs contributing to the safety and success of activities throughout the Agency. Efforts continued to develop a centralized intra-agency safety training program with establishment of the NASA Safety Training Center at the Johnson Space Center (JSC). The objective is to provide quality training for NASA employees and contractors on a broad range of safety-related topics. Courses developed by the Training Center will be presented at various NASA locations to minimize travel and reach the greatest number of people at the least cost. In FY 1991, as part of the ongoing efforts to enhance the total quality of NASA's safety work force, the Safety Training Center initiated development of a Certified Safety Professional review course. This course provides a comprehensive review of the skills and knowledge that well-rounded safety professionals must possess to qualify for professional certification. FY 1992 will see the course presented to NASA and contractor employees at all installations via the NASA Video Teleconference System.

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NASA NTRS1979

Quality assurance and control in the production and static tests of the solid rocket boosters for the Space Shuttle

The paper surveys the various aspects of design and overhaul of the solid rocket boosters. It is noted that quality control is an integral part of the design specifications. Attention is given to the production process which is optimized towards highest quality. Also discussed is the role of the DCA (Defense Contract Administration) in inspecting the products of subcontractors, noting that the USAF performs this role for prime contractors. Fabrication and construction of the booster is detailed with attention given to the lining of the booster cylinder and the mixing of the propellant and the subsequent X-ray inspection.

Cerny, O. F.↗

DOE OSTI2015

Environmental requirements management: Maintaining an effective compliance program is key to a robust environmental management system - 15184

CH2M HILL Plateau Remediation Company (CH2M HILL) is the U.S. Department of Energy (DOE) prime contractor responsible for the environmental cleanup of the Hanford Site Central Plateau. As part of this responsibility, the CH2M HILL is faced with the task of complying with thousands of environmental requirements which originate from over 200 federal, state, and local laws and regulations, DOE Orders, waste management and effluent discharge permits, Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) response and Resource Conservation and Recovery Act (RCRA) corrective action documents, and official regulatory agency correspondence. The challenge is to manage this vast number of requirements to ensure they are appropriately and effectively integrated into CH2M HILL operations. Ensuring compliance with a large number of environmental requirements relies on an organisation's ability to identify, evaluate, communicate, and verify those requirements. To ensure that compliance is maintained, all changes need to be tracked. The CH2M HILL identified that the existing system used to manage environmental requirements was difficult to maintain and that improvements should be made to increase functionality. CH2M HILL established an environmental requirements management procedure and tools to assure that all environmental requirements are effectively and efficiently managed. Having a complete and accurate set of environmental requirements applicable to CH2M HILL operations will promote a more efficient approach to: - Communicating requirements- Planning work - Maintaining work controls - Maintaining compliance. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS2009

Review of the Constellation Level II Safety, Reliability, and Quality Assurance (SR&QA) Requirements Documents during Participation in the Constellation Level II SR&QA Forum

At the request of the Exploration Systems Mission Directorate (ESMD) and the Constellation Program (CxP) Safety, Reliability; and Quality Assurance (SR&QA) Requirements Director, the NASA Engineering and Safety Center (NESC) participated in the Cx SR&QA Requirements forum. The Requirements Forum was held June 24-26; 2008, at GRC's Plum Brook Facility. The forums purpose was to gather all stakeholders into a focused meeting to help complete the process of refining the CxP to refine its Level II SR&QA requirements or defining project-specific requirements tailoring. Element prime contractors had raised specific questions about the wording and intent of many requirements in areas they felt were driving costs without adding commensurate value. NESC was asked to provide an independent and thorough review of requirements that contractors believed were driving Program costs, by active participation in the forum. This document contains information from the forum.

Cameron, Kenneth D.↗

DOE OSTI2018

Transition of Site Programs and Implementation of Decommissioning Agent Oversight - 18653

San Onofre Nuclear Generating Station (SONGS), acting as the Decommissioning Agent (DA), retained its NRC License and contracted a Decommissioning General Contractor (DGC) to manage plant programs and execute the Demolition and Dismantlement (D and D) of the site. To support this effort, over twenty-one programs transitioned to the DGC, including Occupational Health and Safety, Radiation Protection, Maintenance, and Engineering. In addition, SONGS effected a cultural shift from an operating station performing work to one of overseeing it. The framework and road map for this kind of D and D model is new to the industry. This presentation shares the SONGS' experience and lessons learned associated with this transition. SONGS and the DGC entered an Agreement that established the contractual requirements and responsibilities of the parties, the Scope of Work, and the mechanisms to ensure effective transition of DA programs. As a part of defining the Scope of Work, the contract established functional areas and divisions of responsibilities divided into the roles of Governance, Oversight, Support, and Performance (GOSP). SONGS, as the site licensee, retained the Oversight Role, with exception of those areas that, as the licensee, would be considered 'non-transferrable'. Examples of those programs were Quality Assurance, Regulatory Affairs and the Employee Concerns Program. While the Company retained responsibility for those programs the DGC developed their own 'parallel' programs that the Company provided Oversight for. In 2017, SONGS completed program transition within one-year following the notice-to-proceed. The overall strategy was driven by three high-level principles: - Allow the DGC the most unfettered execution of the Scope of Work with limited interference and maximum self-governance. With the overriding principle that transitioned programs have a direct link to a basis in regulation or law. - Identify safety and compliance risks, and then bridge the transition of programs from the SONGS to the DGC such that identified risks are minimized and/or mitigated. - Allow the SONGS organization to transition from a Performance role to a primarily Oversight role as the DA. Working collaboratively with the DGC, programs were strategically grouped and sequenced for turnover. Central to the success of transition was fostering a collaborative environment with the DGC, facilitating knowledge transfer, applying schedule rigor, and keeping the team horizontally and vertically aligned to management expectations. SONGS achieved this alignment by embedding the formal process with management expectations for review and acceptance of proposed programs. SONGS' transitioned core programs to a general contractor and transition from a 'perform' organization to an 'oversight' organization. Lessons learned from this experience may benefit other nuclear generating station owners currently evaluating options for site D and D. (author)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS1997

Teamwork in the Terminal Area: Organizational Issues and Solutions

Dynamic growth and technology advances in commercial aviation have turned the terminal area into a complex, multi-organization workplace which requires the smooth coordination of many operational teams. In addition to pilots, cabin crew, air traffic controllers, and dispatch (who nominally work together throughout a flight), surface operations additionally involve local, ground and ramp controllers, ramp agents, maintenance, dozens of service contractors, and any number of teams who are responsible for airport operations. Under abnormal or emergency conditions, even more teams become actively involved. In order to accommodate growth and to meet productivity and safety challenges, numerous changes are being made in surface operations. Unfortunately, it is often the case that changes in technologies, organizational roles, procedures, and training are developed and implemented in isolated and piecemeal fashion without regard to cross organizational impact. Thus, there is a need for evaluation methodologies which assure integrated system safety for all organizations. Such methodologies should aid the understanding of how organizations work together and how changes in one domain affects the next. In this study, we develop one approach toward addressing these organizational issues. Examples of surface operations in abnormal situations are examined in regard to their impact on personnel in the terminal area. Timelines are given for the responses to incidents, along with the necessary communication links, the specific roles that members of terminal teams have, and any overlapping responsibilities. Suggestions to improve cross-operational teamwork are given. Methods of graphic representation are explored, both in regards to human links and access to information. The outcome of such an approach should enhance the understanding which is critical for resolving organizational conflicts and maximizing system effectiveness.

Parke, Bonny K.↗

NASA NTRS1996

Statistical Process Control for KSC Processing

The 1996 Summer Faculty Fellowship Program and Kennedy Space Center (KSC) served as the basis for a research effort into statistical process control for KSC processing. The effort entailed several tasks and goals. The first was to develop a customized statistical process control (SPC) course for the Safety and Mission Assurance Trends Analysis Group. The actual teaching of this course took place over several weeks. In addition, an Internet version of the same course complete with animation and video excerpts from the course when it was taught at KSC was developed. The application of SPC to shuttle processing took up the rest of the summer research project. This effort entailed the evaluation of SPC use at KSC, both present and potential, due to the change in roles for NASA and the Single Flight Operations Contractor (SFOC). Individual consulting on SPC use was accomplished as well as an evaluation of SPC software for KSC use in the future. A final accomplishment of the orientation of the author to NASA changes, terminology, data format, and new NASA task definitions will allow future consultation when the needs arise.

Ford, Roger G.↗

NASA NTRS2016

NASA Space Flight Vehicle Fault Isolation Challenges

The Space Launch System (SLS) is the new NASA heavy lift launch vehicle and is scheduled for its first mission in 2017. The goal of the first mission, which will be uncrewed, is to demonstrate the integrated system performance of the SLS rocket and spacecraft before a crewed flight in 2021. SLS has many of the same logistics challenges as any other large scale program. Common logistics concerns for SLS include integration of discrete programs geographically separated, multiple prime contractors with distinct and different goals, schedule pressures and funding constraints. However, SLS also faces unique challenges. The new program is a confluence of new hardware and heritage, with heritage hardware constituting seventy-five percent of the program. This unique approach to design makes logistics concerns such as testability of the integrated flight vehicle especially problematic. The cost of fully automated diagnostics can be completely justified for a large fleet, but not so for a single flight vehicle. Fault detection is mandatory to assure the vehicle is capable of a safe launch, but fault isolation is another issue. SLS has considered various methods for fault isolation which can provide a reasonable balance between adequacy, timeliness and cost. This paper will address the analyses and decisions the NASA Logistics engineers are making to mitigate risk while providing a reasonable testability solution for fault isolation.

Bramon, Christopher↗

NASA NTRS1994

Quality assurance and risk management: Perspectives on Human Factors Certification of Advanced Aviation Systems

This paper is based on the experience of engineering psychologists advising the U.K. Ministry of Defense (MoD) on the procurement of advanced aviation systems that conform to good human engineering (HE) practice. Traditional approaches to HE in systems procurement focus on the physical nature of the human-machine interface. Advanced aviation systems present increasingly complex design requirements for human functional integration, information processing, and cognitive task performance effectiveness. These developing requirements present new challenges for HE quality assurance (QA) and risk management, requiring focus on design processes as well as on design content or product. A new approach to the application of HE, recently adopted by NATO, provides more systematic ordering and control of HE processes and activities to meet the challenges of advanced aircrew systems design. This systematic approach to HE has been applied by MoD to the procurement of mission systems for the Royal Navy Merlin helicopter. In MoD procurement, certification is a judicial function, essentially independent of the service customer and industry contractor. Certification decisions are based on advice from MoD's appointed Acceptance Agency. Test and evaluation (T&E) conducted by the contractor and by the Acceptance Agency provide evidence for certification. Certification identifies limitations of systems upon release to the service. Evidence of compliance with HE standards traditionally forms the main basis of HE certification and significant non-compliance could restrict release. The systems HE approach shows concern for the quality of processes as well as for the content of the product. Human factors certification should be concerned with the quality of HE processes as well as products. Certification should require proof of process as well as proof of content and performance. QA criteria such as completeness, consistency, timeliness, and compatibility provide generic guidelines for progressive acceptance and certification of HE processes. Threats to the validity of certification arise from problems and assumptions in T&E methods. T&E should seek to reduce the risk of specification non-compliance and certification failure.

Taylor, Robert M.↗

NASA NTRS1993

Technology utilization office data base analysis and design

NASA Headquarters is placing a high priority on the transfer of NASA and NASA contractor developed technologies and expertise to the private sector and to other federal, state and local government organizations. The ultimate objective of these efforts is positive economic impact, an improved quality of life, and a more competitive U.S. posture in international markets. The Technology Utilization Office (TUO) currently serves seven states with its technology transfer efforts. Since 1989, the TUO has handled over one-thousand formal requests for NASA related technologies assistance. The technology transfer process requires promoting public awareness of NASA related soliciting requests for assistance, matching technologies to specific needs, assuring appropriate technology transfer, and monitoring and evaluating the process. Each of these activities have one very important aspect in common: the success of each is dissemination of appropriate high quality information. The purpose of the research was to establish the requirements and develop a preliminary design for a database system to increase the effectiveness and efficiency of the TUO's technology transfer function. The research was conducted following the traditional systems development life cycle methodology and was supported through the use of modern structured analysis techniques. The next section will describe the research and findings as conducted under the life cycle approach.

Floyd, Stephen A.↗

NASA NTRS2010

Using Facility Condition Assessments to Identify Actions Related to Infrastructure

To support cost effective, quality research it is essential that laboratory and testing facilities are maintained in a continuous and reliable state of availability at all times. NASA Langley Research Center (LaRC) and its maintenance contractor, Jacobs Technology, Inc. Research Operations, Maintenance, and Engineering (ROME) group, are in the process of implementing a combined Facility Condition Assessment (FCA) and Reliability Centered Maintenance (RCM) program to improve asset management and overall reliability of testing equipment in facilities such as wind tunnels. Specific areas are being identified for improvement, the deferred maintenance cost is being estimated, and priority is being assigned against facilities where conditions have been allowed to deteriorate. This assessment serves to assist in determining where to commit available funds on the Center. RCM methodologies are being reviewed and enhanced to assure that appropriate preventive, predictive, and facilities/equipment acceptance techniques are incorporated to prolong lifecycle availability and assure reliability at minimum cost. The results from the program have been favorable, better enabling LaRC to manage assets prudently.

Rubert, Kennedy F.↗