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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Immersive Technologies for Human-in-the-Loop Lunar Surface Simulations

NASA, the National Aeronautics and Space Administration, continually seeks innovative solutions to enhance its operations, particularly in the realms of testing, evaluation, and training for future missions. Immersive technologies, such as virtual, augmented, and mixed reality have proven to be powerful tools for realistic, interactive, and engaging environments. This paper explores how the Simulation and Graphics Branch at NASA’s Johnson Space Center (JSC) leverages immersive technology, modern commercial rendering engines, and physics-based systems simulations to develop human-in-the-loop systems for humanity’s return to the Moon through the Artemis program. When NASA returns to the Moon, astronauts will travel to the Moon’s South Pole where lighting conditions will cause a more complex operational environment. Human-in-the-loop testing plays a crucial role in NASA's mission planning, spacecraft and space systems development, and evaluation of operational scenarios. The development of immersive environments such as a lunar rover mockup at a video wall enables engineers and astronauts to simulate and experience mission scenarios, integrated spacecraft systems, and operational procedures in a relevant environment before deployment. By integrating realistic virtual environments, immersive technology allows for the visualization and interaction with virtual spacecraft models, mission landscapes, and complex operational tasks. This approach helps identify potential design flaws, operational challenges, and safety considerations. It also provides valuable insights for risk reduction and helps improve mission efficiency and effectiveness. With advanced motion tracking systems and custom virtual environments data can be gathered and evaluated to help NASA refine training protocols, develop specialized training procedures and optimize human-robotic interactions for future space missions. Furthermore, immersive technology offers opportunities for future training initiatives at NASA. The Virtual Reality Laboratory at JSC has pioneered training with Virtual Reality (VR) since the Hubble Space Telescope repair missions in the early 1990’s. Extended Reality (XR) simulations enable astronauts to rehearse complex spacewalks, spacecraft maneuvers, and extravehicular activities in a safe and controlled environment. By replicating the physical and cognitive challenges of space missions, immersive training experiences enhance astronauts' situational awareness, decision-making abilities, and adaptability to unexpected scenarios. Additionally, immersive technology facilitates collaborative training, allowing geographically dispersed crew and mission control personnel to engage in synchronized simulations, fostering teamwork and effective communication. The adoption of immersive technology in NASA's testing, evaluation, and future training programs has yielded significant benefits. By incorporating human-in-the-loop testing for studies involving Extra Vehicular Activities (EVA), surface mobility and landing systems, NASA can identify and mitigate risks, optimize operational procedures, and enhance mission success. Ultimately, immersive training experiences can empower astronauts to better navigate the complexities of space missions, ensuring their safety, productivity, and success in the dynamic and challenging environments they will experience at the Lunar South Pole.

Simulation Modeling Virtual Reality Immersive Tech↗
NASA NTRSDate not supplied

Immersive Technologies for Human-in-the-Loop Lunar Surface Simulations

NASA, the National Aeronautics and Space Administration, continually seeks innovative solutions to enhance its operations, particularly in the realms of testing, evaluation, and training for future missions. Immersive technologies, such as virtual, augmented, and mixed reality have proven to be powerful tools for immersing users in realistic, interactive, and engaging environments. This paper explores how the Simulation and Graphics Branch at NASA’s Johnson Space Center (JSC) leverages immersive technology, modern commercial rendering engines, and physics-based systems simulations to develop human-in-the-loop systems for humanity’s return to the Moon through the Artemis program. When NASA returns to the Moon, astronauts will travel to the Moon’s South Pole where lighting conditions will cause a more complex operational environment. Human-in-the-loop simulations play a crucial role in NASA’s mission planning, spacecraft and space systems development, and evaluation of operational scenarios. The development of immersive environments such as a lunar rover mockup at a video wall enables engineers and astronauts to simulate and experience mission scenarios, integrated spacecraft systems, and operational procedures in a relevant environment before deployment. By integrating realistic virtual environments, immersive technology allows for the visualization and interaction with virtual spacecraft models, mission landscapes, and complex operational tasks. This approach helps identify potential design flaws, operational challenges, and safety considerations. It also provides valuable insights for risk reduction and helps improve mission efficiency and effectiveness. With advanced motion tracking systems and custom virtual environments, data can be gathered and evaluated to help NASA refine training protocols, develop specialized training procedures, and optimize human-robotic interactions for future space missions. Furthermore, immersive technology offers opportunities for future training initiatives at NASA. The Virtual Reality Laboratory at JSC has pioneered training with Virtual Reality (VR) since the Hubble Space Telescope repair missions in the early 1990’s. Extended Reality (XR) simulations enable astronauts to rehearse complex spacewalks, spacecraft maneuvers, and extravehicular activities in a safe and controlled environment. By replicating the physical and cognitive challenges of space missions, immersive training experiences enhance astronauts’ situational awareness, decision-making abilities, and adaptability to unexpected scenarios. Additionally, immersive technology facilitates collaborative training, allowing geographically dispersed crew and mission control personnel to engage in synchronized simulations, fostering teamwork and effective communication. The adoption of immersive technology in NASA’s testing, evaluation, and future training programs has yielded significant benefits. By incorporating human-in-the-loop simulations for studies involving Extra Vehicular Activities (EVA), surface mobility and landing systems, NASA can identify and mitigate risks, optimize operational procedures, and enhance mission success. Ultimately, immersive simulation experiences can empower astronauts to better navigate the complexities of space missions, ensuring their safety, productivity, and success in the dynamic and challenging environments they will experience at the Lunar South Pole.

HITL↗
DOE OSTI2013

Integration of Environmental Compliance at the Savannah River Site - 13024

The Savannah River Site (SRS) is a large federal installation hosting diverse missions and multiple organizations with competing regulatory needs. Accordingly, there was a need to integrate environmental compliance strategies to ensure the consistent flow of information between Department of Energy-Savannah River (DOE-SR), the regulatory agencies and other interested parties. In order to meet this objective, DOE and major SRS contractors and tenants have committed to a strategy of collaboratively working together to ensure that a consistent, integrated, and fully coordinated approach to environmental compliance and regulator relationships is maintained. DOE-SR and Savannah River Nuclear Solutions, LLC, the SRS management and operations contractor, have established an environmental compliance integration process that provides for the consistent flow down of requirements to projects, facilities, SRS contractors, and subcontractors as well as the upward flow of information to assist in the early identification and resolution of environmental regulatory issues and enhancement of compliance opportunities. In addition, this process strongly fosters teamwork to collaboratively resolve complex regulatory challenges, promote pollution prevention and waste minimization opportunities to advance site missions in a manner that balances near-term actions with the long-term site vision, while being protective of human health and the environment. Communication tools are being utilized, some with enhancements, to ensure appropriate information is communicated to all levels with environmental responsibility at SRS. SRS internal regulatory integration is accomplished through a variety of informational exchange forums (e.g., Challenges, Opportunities and Resolution (COR) Team, DOE's Joint Site Regulatory Integration Team, and the Senior Environmental Managers Council (SEMC)). SRS communications and problem-solving with the regulatory agencies have been enhanced through formation of an interagency 'SRS Regulatory Integration Team (SRIT)'. The SRIT is a partnership comprised of representatives from DOE-SR (with contractor support), EPA Region 4 and the South Carolina Department of Health and Environmental Control (SCDHEC) and is chartered to develop a consensus understanding of SRS regulatory issues and activities. These forums and a formal environmental compliance integration process improve timely cross-functional decision making, problem solving, information sharing, and issue resolution. The SRS internal process has been formally documented in an Environmental Regulatory Integration Program Description, which is linked to the SRS Environmental Policy and agreed upon by all major contractors, subcontractors and tenants. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2015

Stop managing people, start managing agreements - 15081

One definition of management in business and organizations is: 'the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively'. Unfortunately, what it takes to coordinate (literally, to create order together) is beyond the scope of today's management tools. The top five management tools in the world, according to a Bain 2013 survey, are: Strategic Planning; Customer Relationship Management; Employee Engagement Surveys; Benchmarking; and Balanced Scorecard. These are useful tools in business and organizations, but do not help managers coordinate the complex performance networks of agreements with resource providers, team members, and internal and external user-customers and authorities required to accomplish group or organizational goals. How do we manage such a network? While coordination is increasingly necessary in today's world of work, it is also a much neglected area of serious study because it is, almost literally, an invisible phenomenon. We can observe people inside groups, as well as their activities and results, but coordination is a product of managing what is going on between groups, not inside them. The challenge is making that in-between visible and actionable, not just 'white space'. A solution: define a Team's performance as agreements - and deliveries on the agreements - for products, services, and communications - the things moving between a Team and its immediate circle of resource providers, customers, and authorities relevant to a goal. This approach has been shown to reduce operational costs while also increasing team members' recognition of their interdependent responsibilities. Managers and Team leaders can then turn any Team goal into an opportunity for accomplishment in three steps: 1. Define 'performance' in terms of deliverable products, services, and communications for every goal; 2. Keep performance status current and visible to all team members; and 3. Debrief and update performance status routinely. Teamwork and engagement in goal accomplishment require a focus on Sender-Receiver agreements, productive communication, and timely and accurate status-tracking and feedback. Sustaining the context for accomplishment is not about managing people - it requires supporting coordination for the network of agreements in which people operate. (authors)

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2015

Success in commissioning a key U.S. radioactive waste burial site through the technical support of Dufrane Nuclear Shielding Incorporated (DNSI) - 15476

With the -phase out- of the South Carolina based Barnwell Radioactive Waste Burial Site, and the stockpile and storage of radioactive waste and irradiated components throughout the U.S. Nuclear Industry for decades, the opening of the Texas Low-Level Radioactive Waste Disposal Compact Facility by Waste Control Specialists (WCS), is a game changer in solving this industry-wide issue. For the first time in decades, generators now have the opportunity to send their waste to a site specifically designed to permanently sequester the waste in a licensed facility that will protect public health and the environment, better than any built to date. As history has shown through the many decades of the U.S. Commercial and Federal Nuclear Industry, site operators and management have relied heavily on contractors and vendors with exceptional expertise and decades of experience to achieve success and meet their goals. The commissioning of WCS was no exception as DNSI was contracted to design, develop, build and deploy a major component required for the opening and successful operation of the WCS site. This component, being the Modular Concrete Canister (MCC), is the -work horse- of the site. With its enormous size, weight and strength, it provides many functions that meet and comply with the site performance assessment (PA) under 10 CFR Part 61, the site WAC, and Texas Low-Level Radioactive Waste Disposal Authority. Offsite contracting the production and delivery of this critical component was a major step toward success in meeting schedule and cost for the much needed opening of the Texas Compact and Federal site. In selecting a shielding vendor, WCS partnered with a U.S. Nuclear Service company with over 30 years of experience which spans the entire U.S. Commercial, Federal, and Nuclear Industry. The task given DNSI was not a simple one, it involved every aspect from start to finish of the design, production and delivery of rectangular, cylindrical and -irradiated hardware- (IH) MCCs, that could accept waste up to 100 Sv /Hr contact dose rates. The enormity of this project was quite clear and required extensive quality control, construction of batch plants, purchase of huge quantities of raw materials, setting up a production site in a neighboring city, relocation of personnel from company headquarters, and safely transporting 8,000 Tons of MCC components 75 miles one-way on West Texas highways daily. Most important of all, this was accomplished safely with no incidents, no component failures or rejects, and on schedule. The start of receipt, of -in-compact waste- and -out-of-compact waste- was conducted virtually in a 3 month period time span. To help guarantee success and quality of product, all forms had surfaces machined, heavy duty elastomer coatings were applied to concrete surfaces, only galvanized anchors were used, and the batch plant was run to strict ASME standards thus testing every 50 cubic yards of concrete poured. With significant teamwork and success from Vendors such as DNSI, WCS and the Texas Compact has evolved as one of the leading radioactive waste sites in the U.S. and the world, providing safe, secure and compliant permanent waste disposal services by using technical expertise and innovation of the highest standards. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2015

Effective Stakeholder Communications in a Changing Budgetary Environment - 15541

Effective communications allow stakeholders to maintain trust and avoid misunderstandings by building relationships that foster better teamwork, more informed decision making, and faster problem-solving. This presentation and accompanying paper will feature a case study on the Liquid Waste program of Savannah River Remediation LLC (SRR) at the Savannah River Site (SRS) in South Carolina exemplifying its effective communication strategies with stakeholders and its partnership approaches to deliver consistent, constructive, and concise communications with stakeholders. Furthermore, this presentation proposes for consideration new models for communication with stakeholders regarding funding across DOE waste cleanup sites. This presentation also proposes a model for consideration instituting a competitive set-aside incentive program for DOE contractors to foster further efficiency, innovation, and measurable progress. The set-aside pool of funding would reward DOE site's on tangible measurable benefits such as progress in meeting milestones, furthering specific environmental risk reducing life-cycle costs. Reduced budgetary funding can lead to much consternation for stakeholders, potentially causing a breakdown of years of hard-earned trust and jeopardizing future cleanup efforts. Therefore, organizations should pro-actively work together to develop a strategy to communicate effectively with stakeholders in order to assuage stakeholder concerns, mitigate risks, and continue to carry out its mission. In the face of funding reductions, effective communication can help promote better understanding by providing more information to help stakeholders understand DOE's funding allocation for each site. Furthermore, providing a set-aside competitive program could further incentivize innovation and reward progress. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2025

Fostering Nuclear Security Culture through Effective Leadership: An Operational Perspective

Security culture plays a critical role in determining the effectiveness of an organization's security performance, making its significance impossible to overemphasize. It encompasses the collective values, shared perceptions, and habitual actions embraced by all individuals within a nuclear organization—from leadership to frontline staff. When the entire workforce recognizes the reality of potential threats, accepts that security is a shared duty, and integrates security-minded behavior into everyday routines, it fosters an environment where strong security practices are the norm. In such a setting, everyone can take pride and feel reassured in being part of an organization where a strong security culture is deeply embedded. Security culture is based on the broader concept of organizational culture. All organizations—whether families, social clubs, religious institutions, businesses, non-governmental organizations, or governments—possess an underlying culture shaped by core values and beliefs. These values and beliefs influence attitudes and drive behavior throughout the organization. While multiple factors contribute to the development of a strong security culture, leadership plays a particularly pivotal role. In organizations where security culture is well-established, leaders go beyond rhetoric; they demonstrate a genuine commitment to security through their actions. They implement policies and procedures that actively engage all employees, foster open dialogue around security concerns, and encourage teamwork in resolving issues. Furthermore, they reward proactive behavior and ensure that corrective actions are taken promptly. Regular assessments of the organization's security culture allow such leaders to gauge its effectiveness and take strategic steps to strengthen it when necessary. This paper leverages practical, real-world experience to guide leadership and senior management within nuclear organizations through the foundational steps of cultivating a robust, organization-wide culture of nuclear security. It emphasizes the critical importance of early leadership engagement in shaping this culture and outlines a comprehensive approach that includes strategic, tactical, and operational measures. Additionally, it explores methods for fostering a unified vision across all levels of the organization to ensure alignment, commitment, and continuous improvement in nuclear security practices.

Zineddin, Dr. Z. [ORNL] (ORCID:0009000848740725)↗
DOE OSTI2017

Comparison of Mutual Awareness in Analog vs. Digital Control Rooms

Control rooms in nuclear power plants are complex, collaborative working environments rife with potential for human error. As control rooms evolve from analog to digital interface environments, crew communication strategies must change as well. Operators in the analog control room operate the plant and communicate with each other with the help of control boards with large control panels, meters, and switches. Reactor operators could choose a particular set of controls on the particular control board which corresponds to the part of the system of interest. Visual display units (VDU), which became a fixture in the control rooms with the shift to digital human-machine interfaces (HMI), bring benefits for safety and flexibility combining information from various sources. With the increase in automation and the use of digital HMIs operators received their personal sitting workstations where they are able to navigate and operate the plant. The amount of information increased as well as the complexity of monitoring and analyzing the system states. Also computerized systems cause operators to get absorbed by their personal screens and reduce interaction between the crew members. Therefore, the collaboration and coordination of task demands requires vigilance and mutual awareness. The level of automation has an influence on the level of mutual awareness experienced by operators in the control rooms. Teams function to carry out highly interdependent tasks, requiring synthesis and sharing of information to achieve common goals. Improving the performance of the team necessitates the operators to focus on the system, the surrounding environment, and situational awareness about the system states. Collaboration of team members is critical when employing the digital operating systems as the acute awareness of the overall progress of the group and individual activities of the operators drives the team to the desired end-states of the plant operations. Out-of-the loop (OOTL) performance problems can be referred to as the lack of supervisory control, system monitoring, and information processing in the digital HMIs. Under some circumstances Senior Reactor Operators (SRO) struggle to follow the actions of other Reactor Operators (RO) because with the new digital interfaces SROs lose track of how the procedures are carried out by ROs, which results in the loss of three way communication. Mutual awareness plays a significant role in keeping the SROs in the loop of plant operations. This paper will investigate, through literature review and expert interviews, the impact and human errors attributed to the increasing complexity of new digital main control rooms. Comparison of the new digital interfaces with the analog interfaces in nuclear power plants has the potential to shed light on increasing mutual awareness and three way communications between the SROs and ROs. Further, identification of the human errors and human actions can provide beneficial information, suggesting significant and critical improvements that can be implemented in the main control rooms to increase safety and reliability of new technology. Additionally, insights on mutual awareness for analog vs. digital control rooms can serve to improve human reliability.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2022

In Their Shoes: Persona-Based Approaches to Software Quality Practice Incentivization

Many teams struggle to adapt and right-size software engineering best practices for quality assurance to fit their context. Introducing software quality is not usually framed in a way that motivates teams to take action, thus resulting in it becoming a “check the box for compliance” activity instead of a cultural practice that values software quality and the effort to achieve it. When and how can we provide effective incentives for software teams to adopt and integrate meaningful and enduring software quality practices? Here, we explored this question through a persona-based ideation exercise at the 2021 Collegeville Workshop on Scientific Software in which we created three unique personas that represent different scientific software developer perspectives.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

“Shoulda, Coulda, Woulda”: Conceptualizing the Differences in Trust Between Human-Human Teaming and Human-Machine Teaming

Intelligent decision support systems (IDSSs) are machine teammates designed to facilitate better human decision-making in high-consequence domains such as health care, power grid operations, and fraud detection. IDSSs identify patterns in datasets and provide intelligent decision-making recommendations to human teammates. However, previous research indicates that humans often trust IDSS recommendations less than the recommendations from their human teammates, even when the machine teammate is more accurate. To conceptualize why trust differs, we review the literature surrounding trust, error, and predictability. Then, we compile and compare participant trust ratings and decision-making in an abridged systematic review of previous studies manipulating teammate type, error rate, and error type. Finally, we conduct a content analysis of participants’ qualitative responses to trust queries from a survey on generative language models. Results suggest that humans may trust IDSS teammates less than other human teammates because of differences in (1) interaction complexity, (2) blame attribution, and (3) swift trust. We conclude that human factors practitioners should collaborate with data scientists and domain experts to build and maintain trust in IDSSs by anthropomorphizing algorithms, matching mental models, and considering individual differences.

97 MATHEMATICS AND COMPUTING↗
NASA NTRS1994

Views of Software Development Work

Growing at about 12% per year, software developement is a nearly $100 billion industry in the United States. Yet its productivity has remained almost constant.

software development tasks work style teamwork ind↗
NASA NTRS1995

An Overview of the Quality Function Deployment (QFD) Technique

QFD is a product planning tool and a process methodology that enables all organizations, departments, and individuals in a business or a project to systematically focus on the critical performance, functions, and/or characteristics of a product that are the most important to the customer. It is part of the Total Quality Management (TQM) concept.. This presentation describes the objectives of QFD, the process for implementing the technique, the benefits derived from proper implementation, the kinds of systems where QFD is best utilized, what the success factors are, how QFD works, some guidelines for selection of a QFD team, and the functional roles of key team members.

Quality Function Deployment QFD customer focus cus↗