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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS1994

Continual improvement plan

NASA's approach to continual improvement (CI) is a systems-oriented, agency-wide approach that builds on the past accomplishments of NASA Headquarters and its field installations and helps achieve NASA's vision, mission, and values. The NASA of the future will fully use the principles of continual improvement in every aspect of its operations. This NASA CI plan defines a systematic approach and a model for continual improvement throughout NASA, stressing systems integration and optimization. It demonstrates NASA's constancy of purpose for improvement - a consistent vision of NASA as a worldwide leader in top-quality science, technology, and management practices. The CI plan provides the rationale, structures, methods, and steps, and it defines NASA's short term (1-year) objectives for improvement. The CI plan presents the deployment strategies necessary for cascading the goals and objectives throughout the agency. It also provides guidance on implementing continual improvement with participation from top leadership and all levels of employees.

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NASA NTRS1995

Design of launch systems using continuous improvement process

The purpose of this paper is to identify a systematic process for improving ground operations for future launch systems. This approach is based on the Total Quality Management (TQM) continuous improvement process. While the continuous improvement process is normally identified with making incremental changes to an existing system, it can be used on new systems if they use past experience as a knowledge base. In the case of the Reusable Launch Vehicle (RLV), the Space Shuttle operations provide many lessons. The TQM methodology used for this paper will be borrowed from the United States Air Force 'Quality Air Force' Program. There is a general overview of the continuous improvement process, with concentration on the formulation phase. During this phase critical analyses are conducted to determine the strategy and goals for the remaining development process. These analyses include analyzing the mission from the customers point of view, developing an operations concept for the future, assessing current capabilities and determining the gap to be closed between current capabilities and future needs and requirements. A brief analyses of the RLV, relative to the Space Shuttle, will be used to illustrate the concept. Using the continuous improvement design concept has many advantages. These include a customer oriented process which will develop a more marketable product and a better integration of operations and systems during the design phase. But, the use of TQM techniques will require changes, including more discipline in the design process and more emphasis on data gathering for operational systems. The benefits will far outweigh the additional effort.

Brown, Richard W.↗
NASA NTRS1995

Continual Improvement in Shuttle Logistics

It has been said that Continual Improvement (CI) is difficult to apply to service oriented functions, especially in a government agency such as NASA. However, a constrained budget and increasing requirements are a way of life at NASA Kennedy Space Center (KSC), making it a natural environment for the application of CI tools and techniques. This paper describes how KSC, and specifically the Space Shuttle Logistics Project, a key contributor to KSC's mission, has embraced the CI management approach as a means of achieving its strategic goals and objectives. An overview of how the KSC Space Shuttle Logistics Project has structured its CI effort and examples of some of the initiatives are provided.

Flowers, Jean↗
NASA NTRS1992

Strategic planning as a focus for continuous improvement. A case study

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Oneill, John W.↗
DOE OSTI2020

WAP Training and Continuous Improvement

This presentation provides members of the Weatherization Assistance Program (WAP) network with an update on the National Renewable Energy Laboratory's (NREL) activities to support WAP training and Continuous Improvement efforts in in 2020.

48 EE - Weatherization and Intergovernmental Progr↗
DOE OSTI2025

Using a Continuous‐Improvement Approach for Industrial PFAS Management

Lowering per- and polyfluoroalkyl substances (PFAS) levels in the long term requires more than end-of-pipe treatment and expensive infrastructure upgrades. Here, a continuous-improvement framework can serve as a guide for active communication and engagement with upstream industrial dischargers. Measurement and monitoring, source reduction, management, and workforce development form essential pillars for effective PFAS management.

Sharma, Naushita [Oak Ridge National Laboratory (O↗
DOE OSTI2022

Enabling Sustainable Landscape Design for Continual Improvement of Operating Bioenergy Supply Systems

This unique and highly effective project catalyzed collaboration among government, university, and private sector partners through a multi-state research and technology transfer project designed to support continuous improvement of bioenergy feedstock supply systems. Conceived and built upon the foundation created by prior DOE investments in the Billion Ton Study, Sun Grant Regional Project, and many other feedstock production, harvest, storage and transportation studies, this project addressed seven tasks with more than 29 subtasks. All goals were met with key accomplishments being: (1) on-farm establishment of potential perennial plant mixtures that could not only become sustainable feedstock sources but also enhance soil health, (2) a reduction in potential wind and water erosion by improving corn stover harvest techniques and incorporating cover crops into current row-crop production systems, (3) reduced potential for surface and groundwater contamination while also increasing potential biodiversity and sustainability of Midwestern USA landscapes, and (4) development of site-specific land management, data visualization, and sustainability assessment tools. Twenty-two Case Studies highlighting accomplishments and lessons learned through this public-private partnership investment are incorporated into this final report. On-farm and replicated field plot studies were used to provide the real-world data needed to verify baseline assumptions for extensive feedstock logistic modeling and greenhouse gas (GHG) assessments needed to develop sustainable bioenergy and bio-product industries at national and international scales.

09 BIOMASS FUELS↗
NASA NTRS1994

Continual improvement: A bibliography with indexes, 1992-1993

This bibliography lists 606 references to reports and journal articles entered into the NASA Scientific and Technical Information Database during 1992 to 1993. Topics cover the philosophy and history of Continual Improvement (CI), basic approaches and strategies for implementation, and lessons learned from public and private sector models. Entries are arranged according to the following categories: Leadership for Quality, Information and Analysis, Strategic Planning for CI, Human Resources Utilization, Management of Process Quality, Supplier Quality, Assessing Results, Customer Focus and Satisfaction, TQM Tools and Philosophies, and Applications. Indexes include subject, personal author, corporate source, contract number, report number, and accession number.

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NASA NTRS2003

Continuous Improvement in Battery Testing at the NASA/JSC Energy System Test Area

The Energy Systems Test Area (ESTA) at the Lyndon B. Johnson Space Center in Houston, Texas conducts development and qualification tests to fulfill Energy System Division responsibilities relevant to ASA programs and projects. EST A has historically called upon a variety of fluid, mechanical, electrical, environmental, and data system capabilities spread amongst five full-service facilities to test human and human supported spacecraft in the areas of propulsion systems, fluid systems, pyrotechnics, power generation, and power distribution and control systems. Improvements at ESTA are being made in full earnest of offering NASA project offices an option to choose a thorough test regime that is balanced with cost and schedule constraints. In order to continue testing of enabling power-related technologies utilized by the Energy System Division, an especially proactive effort has been made to increase the cost effectiveness and schedule responsiveness for battery testing. This paper describes the continuous improvement in battery testing at the Energy Systems Test Area being made through consolidation, streamlining, and standardization.

Boyd, William↗
NASA NTRS2019

Continuously Improving Parametric Modeling with Historical Data on the ICESat-2 Mission

This paper delves into the details of the Joint Confidence Level (JCL) process performed for the Ice, Cloud, and Land Elevation Satellite (ICESat)-2 mission and how past performance was incorporated into subsequent JCL models to enable the project to continuously analyze potential slips to their launch readiness date (LRD). One year prior to the mission Preliminary Review (mPDR), the JCL model development process began. The first model was well received at the mPDR, held on October 10, 2012, and the input received by the Standing Review Board was incorporated into the model for the official data drop for key decision point (KDP)-C. The 70% JCL results of the October 2012 mPDR model forecast an LRD of February 2017 and associated cost of $830M. This result in 2012 immediately highlighted potential challenges with the project-planned LRD of July 2016. The year following the mPDR, the project had sustained a oneyear slip in the LRD due to problematic systems engineering requirement issues which impacted all project subsystems. This slip moved the project planned LRD from July 2016 to July 2017, an additional 5 months beyond the 2012 model’s 70% JCL result for the LRD of February 2017. As the project was quickly approaching the mission Critical Design Review (mCDR), the need for reliable JCL results increased significantly. The project held discussions on the JCL modeling process and focused on the input uncertainty distributions. Specifically, to identify the uncertainty distributions that the 2012 mPDR model would have needed to produce a 70% LRD result of July 2017. This led the project to compare multiple uncertainty distributions, and ultimately spurred the project to utilize uncertainty distributions that incorporated project past performance and historical data to forecast potential LRD slips. The revised results, created in 2014 and utilizing the new uncertainty distributions, showed that with 70% confidence, the ICESat-2 mission would launch in August 2018 with a cost of $1,044M. Today, ICESat-2 is scheduled to launch on September 15, 2018 with a project management (PM) agreement value of $1,056M. This illustrates how a JCL model can be continuously improved to produce valuable results for a project, even in cases of LRD delays. The primary reason for the ICESat-2 LRD delay is due to a laser failure on the primary instrument. Laser failure was one of the highest risk and uncertainty drivers within the JCL model. The project placed the most risk in this area of the model, and the model further identified the laser as the top risk driver and contributor to the LRD result. This further illustrates how a JCL can be used to predict and quantify possible issues on new technology missions.

Krygiel, Joseph↗
NASA NTRS1994

Program/Project Management Resources: A collection of 50 bibliographies focusing on continual improvement, reinventing government, and successful project management

These Program/Project Management Resource Lists were originally written for the NASA project management community. Their purpose was to promote the use of the NASA Headquarters Library Program/Project Management Collection funded by NASA Headquarters Code FT, Training & Development Division, by offering introductions to the management topics studied by today's managers. Lists were also written at the request of NASA Headquarters Code T, Office of Continual improvements, and at the request of NASA members of the National Performance Review. This is the second edition of the compilation of these bibliographies; the first edition was printed in March 1994.

Michaels, Jeffrey↗
NASA NTRS1994

Recommended techniques for effective maintainability. A continuous improvement initiative of the NASA Reliability and Maintainability Steering Committee

This manual presents a series of recommended techniques that can increase overall operational effectiveness of both flight and ground based NASA systems. It provides a set of tools that minimizes risk associated with: (1) restoring failed functions (both ground and flight based); (2) conducting complex and highly visible maintenance operations; and (3) sustaining a technical capability to support the NASA mission using aging equipment or facilities. It considers (1) program management - key elements of an effective maintainability effort; (2) design and development - techniques that have benefited previous programs; (3) analysis and test - quantitative and qualitative analysis processes and testing techniques; and (4) operations and operational design techniques that address NASA field experience. This document is a valuable resource for continuous improvement ideas in executing the systems development process in accordance with the NASA 'better, faster, smaller, and cheaper' goal without compromising safety.

Source record↗
DOE OSTI2022

Utilizing Reinforcement Learning to Continuously Improve a Primitive-Based Motion Planner

We report in this paper describes how the performance of motion primitive-based planning algorithms can be improved using reinforcement learning. Specifically, we describe and evaluate a framework that autonomously improves the performance of a primitive-based motion planner. The improvement process consists of three phases: exploration, extraction, and reward updates. This process can be iterated continuously to provide successive improvement. The exploration step generates new trajectories, and the extraction step identifies new primitives from these trajectories. These primitives are then used to update rewards for continued exploration. This framework required novel shaping rewards, development of a primitive extraction algorithm, and modification of the Hybrid A* algorithm. The framework is tested on a navigation task using a nonlinear F-16 model. The framework autonomously added 91 motion primitives to the primitive library and reduced average path cost by 21.6 seconds, or 35.75% of the original cost. The learned primitives are applied to an obstacle field navigation task, which was not used in training, and reduced path cost by 16.3 seconds, or 24.1%. Additionally, two heuristics for the modified Hybrid A* algorithm are designed to improve effective branching factor.

42 ENGINEERING↗
NASA NTRSDate not supplied

Lessons Learned from NASA Goddard Space Flight Center’s Product Development Lead Training Schedule and Cost Development Workshop: Continuous Improvement

This presentation provides a status of the Goddard Space Flight Center (GSFC) effort to increase foundational knowledge of Product Development Leads (PDLs) in schedule and cost management including earned value management (EVM). In 2012, GSFC’s Engineering and Technology Directorate (ETD) implemented an in-house training program to prepare PDLs for managing the technical, cost, schedule, and risk aspects of spaceflight systems to meet their subsystem commitments. Developed in-house, the PDL training program provides an integrated approach to requirements development, risk, schedule and cost management, EVM, performance tracking, and other areas. The program has been held twice yearly since its inception with 531 participating and 451 completing the curriculum. In 2017, the program won the Robert H. Goddard award for Quality and Process Improvement. Program development and evolution were presented in the 2018 NASA Schedule and Cost Symposium. The presentation was so well received that this year we focus on one workshop within the program: Schedule and Cost Development, including EVM. We examine the on-going logic modeling process and how participant and stakeholder data influence workshop content and design, and how the disciplines of schedule and cost contribute to mission success. In this presentation we refresh you on how the approach integrates lecture, small group discussion, estimating, case study exercises, and problem solving. We update you on the data collected from participants and stakeholders, and we discuss how we use these data to measure training effectiveness. Specific topics include: • How the logic model is used as the backbone for continuous program improvement, • How feedback influences implementation and curriculum updates, • How data collection and analysis inform workshop content and development, including participant discoveries of EVM data, • How including the resource analyst and planner in the product development team supports project success.

Lessons Learned↗
DOE OSTI2024

Alternative Pozzolans for Replacement of Fly Ash in Grout: Literature Review for Continuous Improvement of Cement Waste Forms

The Department of Energy (DOE) is currently responsible for treating radioactive and mixed waste, performing environmental restoration, and closing contaminated tanks and facilities resulting from nuclear weapons production during the Cold War. Cementitious reagents are the most widely used materials for (1) chemically stabilizing and encapsulating radionuclides and hazardous metals and (2) solidifying radioactive wastewater. Cementitious grouts and flowable concretes are also the most widely used materials for tank and facility closures and are used extensively for physical as well as chemical stabilization in environmental restoration projects. Ambient temperature radioactive waste cementation is a widely used technology for producing waste forms for final disposal. The current practice of designing and testing waste forms is based on a mid to late 20th century technology approach (i.e., materials, characterization, and test methods) for generating parameters for risk assessments. DOE technology development is needed to address both current, long-term, and emerging issues in this area as new waste streams come online and as regulations, performance knowledge, and risk assessment methodology continue to evolve. Consequently, the use of cementation as a means of treating chemically challenging radioactive liquid waste streams and reactive debris requires an enduring effort.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2026

Measuring Success: A Refined Methodology for Estimating Long-term Continuous Improvement

Successful resource management systems require current and detailed feedback on operational and corporate-level performance. As corporate accountability concerns intensify, the precision and reliability of these performance metrics have become crucial. Traditional savings estimation methods can be difficult to understand, particularly linear regression, and can provide varying results. This paper reviews common efficiency metrics and highlights underlying mathematical inconsistencies when estimating total and percent savings with current methods. A refined approach to calculating long-term utility savings is proposed that simplifies current methodologies utilizing ratios to define an adjusted baseline, allowing for consistent and fair aggregation of results across multiple scales from resources to corporate performance. A simplified example demonstrates how the proposed methodology improves upon existing methods, especially in intermediate years. This paper’s major contributions are the simplified approach for converting modeled utility usage into estimated savings and the consistent roll-up methodology enabling more comparable, aggregable, and actionable results across scales.

Price, Chris [ORNL] (ORCID:0000000202007906)↗