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A summary of S-2 Program problems and the solutions that were implemented is presented. The problems occurred during a period starting with the initial design concepts and continuing through the launch of the tenth S-2 flight stage information is from nine separate disciplines: design, facilities, logistics, manufacturing, material, program management, quality assurance, safety, and tests.
Visual examinations of both prints and transparencies from ERTS 1 and U-2 aircraft imagery provided a method for discovering possible points of entry of potential contaminants into the limestone aquifer in Madison County, Alabama. Knowledge of the locations at which contaminants could enter the aquifer is an important consideration in water quality management, particularly for regions that depend, at least partially, on ground water for their water supply. ERTS 1 imagery recorded on December 28, 1972 in the Multispectral Scanner-5 (MSS-5) and MSS-7 bands, and a false-color composite of the MSS-4 (green), MSS-5 (red), and MSS-7 (near infrared) bands were the principal materials used, along with thermography recorded by an RS-7 infrared scanner onboard a U-2 aircraft. The results of the study are discussed in detail, providing information on prominent lineations and major fracture trends which are related to aquifer contamination. Maps depicting the observations are also presented.
Remote sensing users from the 14 western states explained their diverse applications of LANDSAT data, discussed operational goals, and exchanged problems and solutions. In addition, conference participants stressed the need for increased cooperation among state and local governments, private industry, and universities to aid NASA's objective of transferring to user agencies the ability to operationally use remote sensing technology for resource and environmental quality management.
The Kennedy Space Center (KSC) Management System for the Inertial Upper Stage (IUS) - spacecraft processing from KSC arrival through launch is described. The roles and responsibilities of the agencies and test team organizations involved in IUS-S/C processing at KSC for non-Department of Defense missions are described. Working relationships are defined with respect to documentation preparation, coordination and approval, schedule development and maintenance, test conduct and control, configuration management, quality control and safety. The policy regarding the use of spacecraft contractor test procedures, IUS contractor detailed operating procedures and KSC operations and maintenance instructions is defined. Review and approval requirements for each documentation system are described.
Currently software engineers are the essential integrating factors tying several components together. The components consist of process, methods, computers, tools, support environments, and software engineers. The engineers today empower the tools versus the tools empowering the engineers. Some of the issues in software engineering are quality, managing the software engineering process, and productivity. A strategy to accomplish this is to promote the evolution of software engineering from an ad hoc, labor intensive activity to a managed, technology supported discipline. This strategy may be implemented by putting the process under management control, adopting appropriate methods, inserting the technology that provides automated support for the process and methods, collecting automated tools into an integrated environment and educating the personnel.
Viewgraphs are used to illustrate the reliability engineering and aerospace safety of the Space Transportation Main Engine (STME). A technology developed is called Total Quality Management (TQM). The goal is to develop a robust design. Reducing process variability produces a product with improved reliability and safety. Some engine system design characteristics are identified which improves reliability.
More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity. The panel presentations and Keynote speeches revolving around the theme of total quality leadership provided a solid base of understanding of the importance, benefits, and principles of total quality management (TQM). The presentations from the conference are summarized.
The main objectives of space product assurance are, in effect, the same as those of Total Quality Management (TQM) or its many variants. The most significant ingredients are the lessons learned and their application to ongoing and future programs as they are affected by changes in the cultural environment. The cultural issues which affect almost everything done in technical programs and projects are considered. Understanding the lessons learned and the synergism which results from this combination of knowledge, culture, and lessons learned is identified as crucial. A brief discussion of the closed loop linkage that should exist between the world of hands on activities and that of educational institutions is presented.
The objectives of the program are: (1) to further the professional knowledge of qualified engineering and science faculty members; (2) to stimulate an exchange of ideas between participants and NASA; (3) to enrich and refresh the research and teaching activities of participant's institutions; and (4) to contribute to the research objectives of the NASA Centers. A compilation of the final reports on the research projects done by the faculty fellows during the summer of 1991 are presented. Some of the topics covered include: collision avoidance for rover vehicles, bioinstrumentation, neural nets, total quality management of flexible space structures, project scheduling, nondestructive tests, orthostatic intolerance to bedrest, hypersonic reentry simulation, measuring human energy expenditure, tribological models, trace element movement in Anarctic ice, gastrointestinal function, and computer assisted instruction.
The written version of a series of seminars given to several aerospace companies and three NASA centers are presented. The results are lessons learned through a study of the problems experienced in 35 years of engineering. The basic conclusion is that the primary cause of problems has not been mission technologies, as important as technology is, but the neglect of basic principles. Undergirding this is the lack of a systems focus from determining requirements through design, verification, and operations phases. Many of the concepts discussed are fundamental to total quality management (TQM) and can be used to augment this product enhanced philosophy. Fourteen principles are addressed with problems experienced and are used as examples. Included is a discussion of the implication of constraints, poorly defined requirements, and schedules. Design guidelines, lessons learned, and future tasks are listed. Two additional sections are included that deal with personal lessons learned and thoughts on future thrusts (TQM).
The NASA STI Program offers researchers an infrastructure of people and systems that facilitates access to STI; worldwide. The Program is also NASA's institutional mechanism for disseminating the results of its research and developing activities. Through discussions in 1991, the STI Program formulated its Strategic Plan. The plan gives the Program a renewed sense of direction by focusing on future opportunities, customer requirements and Program goals, along with the changes needed to achieve those goals. The Program provides users access to a massive flow of STI which, in fact, represents the largest collection of aeronautical and space science information in the world. The STI Program products and services are outlined, along with the NASA centers, international operations, and the fact that total quality management drives NASA wide program developments. As is detailed, the NASA STI Program is using its resources as effectively as possible to meet the missing needs of NASA.
Total Quality Management (TQM) is becoming more important as a way to improve productivity. One of the technical aspects of TQM is a system called the Taguchi method. This is an optimization method that, with a few precautions, can reduce test effort by an order of magnitude over conventional techniques. The Taguchi method is specifically designed to minimize a product's sensitivity to uncontrollable system disturbances such as aging, temperature, voltage variations, etc., by simultaneously varying both design and disturbance parameters. The analysis produces an optimum set of design parameters. A 3-day class on the Taguchi method was held at the Marshall Space Flight Center (MSFC) in May 1991. A project was needed as a follow-up after the class was over, and the motor controller was selected at that time. Exactly how to proceed was the subject of discussion for some months. It was not clear exactly what to measure, and design kept getting mixed with optimization. There was even some discussion about why the Taguchi method should be used at all.
Instrument measures seepage of groundwater into inland or coastal body of water. Positioned at depth as great as 40 meters, and measures flow at low rate and low pressure differential. Auxiliary pressure meter provides data for correlation of flow of groundwater with tides and sea states. Seepage meter operates independently for several weeks. Its sampling rate adjusted to suit hydrologic conditions; to measure more frequently when conditions changing rapidly. Used in water-quality management and for biological and geological research. Potential industrial uses include measurement of seepage of caustic and corrosive liquids.
The Space Transportation Engine Program (STEP) Phase 2 effort includes preliminary design and activities plan preparation that will allow smooth and time transition into a Prototype Phase and then into Phases 3, 4, and 5. A Concurrent Engineering approach using Total Quality Management (TQM) techniques, is being applied to define an oxygen-hydrogen engine. The baseline from Phase 1/1' studies was used as a point of departure for trade studies and analyses. Existing STME system models are being enhanced as more detailed module/component characteristics are determined. Preliminary designs for the open expander, closed expander, and gas generator cycles were prepared, and recommendations for cycle selection made at the Design Concept Review (DCR). As a result of July '90 DCR, and information subsequently supplied to the Technical Review Team, a gas generator cycle was selected. Results of the various Advanced Development Programs (ADP's) for the Advanced Launch Systems (ALS) were contributive to this effort. An active vehicle integration effort is supplying the NASA, Air Force, and vehicle contractors with engine parameters and data, and flowing down appropriate vehicle requirements. Engine design and analysis trade studies are being documented in a data base that was developed and is being used to organize information. To date, seventy four trade studies were input to the data base.
The cost of designing, building and operating space system hardware has always been expensive. Small quantities of specialty parts escalate engineering design, production and operations cost. Funding cutbacks and shrinking revenues dictate aggressive cost saving programs. NASA's highest priority is providing economical transportation to and from space. Over the past three decades NASA has seen technological advances that provide grater efficiencies in designing, building, and operating of space system hardware. As future programs such as NLS, LUTE and SEI begin, these greater efficiencies and cost savings should be reflected in the cost models. There are several New Ways Of Doing Business (NWODB) which, when fully implemented will reduce space system costs. These philosophies and/or culture changes are integrated in five areas: (1) More Extensive Pre-Phase C/D & E, (2) Multi Year Funding Stability, (3) Improved Quality, Management and Procurement Processes, (4) Advanced Design Methods, and (5) Advanced Production Methods. Following is an overview of NWODB and the Cost Quantification Analysis results using an industry survey, one of the four quantification techniques used in the study. The NWODB Cost Quantification Analysis is a study performed at Marshall Space Flight Center by the Engineering Cost Group, Applied Research Incorporated and Pittsburg State University. This study took place over a period of four months in mid 1992. The purpose of the study was to identify potential NWODB which could lead to improved cost effectiveness within NASA and to quantify potential cost benefits that might accrue if these NWODB were implemented.
In many industries there has recently been a concerted movement toward 'quality management' and the issue of how to accomplish work more efficiently. Part of this effort is focused on concurrent engineering; the idea of integrating the design and analysis processes so that they are not separate, sequential processes (often involving design rework due to analytical findings) but instead form an integrated system with smooth transfers of information. Presented herein are several specific examples of concurrent engineering methods being carried out at Langley Research Center (LaRC): integration of thermal, structural and optical analyses to predict changes in optical performance based on thermal and structural effects; integration of the CAD design process with thermal and structural analyses; and integration of analysis and presentation by animating the thermal response of a system as an active color map -- a highly effective visual indication of heat flow.
The NASA Scientific and Technical Information (STI) Program offers researchers access to the world's largest collection of aerospace information. An overview of Program activities, products and services, and new directions is presented. The R&D information cycle is outlined and specific examples of the NASA STI Program in practice are given. Domestic and international operations and technology transfer activities are reviewed and an agenda for the STI Program NASA-wide is presented. Finally, the incorporation of Total Quality Management and evaluation metrics into the STI Program is discussed.
The concepts of quality improvements have permeated many businesses. It is clear that the nineties will be the quality era for software and there is a growing need to develop or adapt quality improvement approaches to the software business. Thus we must understand software as an artifact and software as a business. Since the business we are dealing with is software, we must understand the nature of software and software development. The software discipline is evolutionary and experimental; it is a laboratory science. Software is development not production. The technologies of the discipline are human based. There is a lack of models that allow us to reason about the process and the product. All software is not the same; process is a variable, goals are variable, etc. Packaged, reusable, experiences require additional resources in the form of organization, processes, people, etc. There have been a variety of organizational frameworks proposed to improve quality for various businesses. The ones discussed in this presentation include: Plan-Do-Check-Act, a quality improvement process based upon a feedback cycle for optimizing a single process model/production line; the Experience Factory/Quality Improvement Paradigm, continuous improvements through the experimentation, packaging, and reuse of experiences based upon a business's needs; Total Quality Management, a management approach to long term success through customer satisfaction based on the participation of all members of an organization; the SEI capability maturity model, a staged process improvement based upon assessment with regard to a set of key process areas until you reach a level 5 which represents a continuous process improvement; and Lean (software) Development, a principle supporting the concentration of the production on 'value added' activities and the elimination of reduction of 'not value added' activities.