Research and Technology 1996 Annual Report

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Processing................. 4 Management Support Systems: General Model for Government Transition.......................................................... ...................... 6 Management Support Systems: Organizational Change Models...................................................................... ............................. 8 Management Support Systems: Organizational Learning Process Supporting the NASA Test Director................................. .... 10 Human Factors Engineering: Human Factors Event Evaluation Model............................................................... ........................ 12 Human Factors Engineering: Human Factors Trend Analysis System................................................................ ......................... 14 Human Factors Engineering: Shuttle and Aircraft Maintenance Human Error Analysis and Interventions............................ .. 16 Methods Engineering/Work Measurement: Expert System To Generate Job Standards................................................. ............... 18 Methods Engineering/Work Measurement: Quality Assurance Portable Data Collection System....................................... ........ 20 Process Analysis and Modeling: Schedule/Cost Risk Analysis and Management System.............................................. .............. 22 Process Analysis and Modeling: Process Analysis Support System................................................................ .............................. 24 Process Analysis and Modeling: Shop Floor Modeling, Analysis, and Reporting Tool.............................................. ................... 26 Process Analysis and Modeling: Intelligent Assistant for Optimization Modeling................................................ ...................... 28 Process Analysis and Modeling: Orbiter Ground Processing Workflow Profile Model for Predictive Performance-Based Measurement.................................................................................................. .................................................. 30 Process Analysis and Modeling: Variable-Form Data Analysis.................................................................... ................................. 32 Process Analysis and Modeling: Statistical Process Control for KSC Processing................................................. ........................ 34 Process Analysis and Modeling: Ground Processing Scheduling System (GPSS)..................................................... ................... 36 Process Analysis and Modeling: Advanced Shuttle Scheduling Technologies 4 Scheduling System Assessment and GPSS Enhancement................................................................................................ .............................................. 38 ENVIRONMENTAL TECHNOLOGY ............................................................................................................................... ............ 39 Enhanced In Situ Zero Valent Metal Permeable Treatment Walls................................................................... ............................... 40 Hazardous Waste Minimization Project........................................................................................... ............................................... 42 Bioremediation of Diesel-Contaminated Soils Using Biopiles..................................................................... .................................... 44 New Process and Equipment for Waste Minimization: Conversion of Nitrogen Oxide Scrubber Liquor to Fertilizer................. 46 Automated Test System for Toxic Vapor Detectors................................................................................ .......................................... 48 ADVANCED SOFTWARE ............................................................................................................................... ............................... 51 Web Interactive Training Simulations........................................................................................... ................................................. 52 Web Interactive Training Testing Database...................................................................................... .............................................. 54 Internet Display of PC GOAL Real-Time Data Using Java (JGOAL).................................................................. ......................... 56 Nitrogen Gas Alternative Support Predictor..................................................................................... ............................................. 58 Web-Based Electronic Documentation............................................................................................. ............................................... 60 Propulsion Advisory Tool....................................................................................................... ......................................................... 62 Intelligent Component Expert (ICE)............................................................................................. ................................................. 64 CONTENTS iv CONTENTS (cont) NONDESTRUCTIVE EVALUATION ............................................................................................................................... ........... 67 Web Interactive Training....................................................................................................... .......................................................... 68 Analysis of Nonstationary Signals Using Wavelets for Extracting Resonances..................................................... ...................... 70 Sound Technology for Availability, Reliability, and Safety..................................................................... ........................................ 72 Verification Test Article Project.............................................................................................. ........................................................ 74 MECHANICAL ENGINEERING ............................................................................................................................... .................... 77 Aerogel-Based Superinsulation.................................................................................................. ...................................................... 78 Liquid Nitrogen Boiloff Calorimeter............................................................................................ .................................................... 80 Cryogenic Shutoff Valve Testing................................................................................................ ...................................................... 82 Cryogenic Test Bed............................................................................................................. .............................................................. 83 Two-Phase Quality/Flowmeters................................................................................................... .................................................... 84 Analysis of Geysering in Vertical Liquid Oxygen Fill Lines in No-Flow Conditions............................................... ...................... 86 Selecting Optimum Sizes for Cryogenic Vacuum-Jacketed Lines Based on Minimum Heat Input........................................ ........ 88 Reusable Solid Rocket Motor Enhancement Tool................................................................................... .......................................... 90 Analysis of Transfer Piping During Cryogenic Pipe Line Chill Down.............................................................. ............................. 92 Nonintrusive Flow Measurement System (NFMS).................................................................................... .................................... 94 Condition Monitoring and Fault Identification in Rotating Machinery (CONFIRM).................................................. ................ 96 ELECTRONICS AND INSTRUMENTATION ........................................................................................................................... 99 Laser-Based Alignment Tools.................................................................................................... ....................................................... 100 Ultrasonic Leak Detector....................................................................................................... ........................................................... 102 Radio Propagation Mapping Using the Global Positioning System.................................................................. ............................. 104 Self-Contained Magnetic Field Sensor........................................................................................... .................................................. 106 Nonintrusive Cable Tester...................................................................................................... .......................................................... 107 Pad Personnel Locator.......................................................................................................... ............................................................ 108 Development of an Expert System To Assist Fractographical Analysis............................................................. ............................ 109 Ultraviolet/Infrared Hydrogen Fire Detector.................................................................................... ............................................... 110 Adaptive Noise Suppression Using Digital Signal Processing..................................................................... ................................. 112 VXI-Based Miniaturized MSBLS Flight Inspection System.......................................................................... ................................ 114 Calibration of Space Shuttle Landing Aids Using the Global Positioning System.................................................. ...................... 116 Fourier Transform Infrared Spectrometer (FTIR) Based Portable Ammonia Monitoring System for Space Station Processing............................................................................................................. ..................................................................118 Packet Data Analyzer........................................................................................................... ........................................................... 120 Low Differential Pressure Generator............................................................................................ .................................................. 122 Automated Window Inspection Device (AWID)...................................................................................... ...................................... 124 Component Refurbishment and Chemical Analysis (CRCA) Facility Oxygen Deficiency Monitoring System (ODMS)........... 126 Portable Aft Mass Spectrometer (PAMS).......................................................................................... ............................................. 128 RESEARCH AND TECHNOLOGY 1996 v/vi CONTENTS (cont) Orbiter Maneuvering System Pod Video Alignment Tool............................................................................ .................................. 130 Advanced Payload Transfer Measurement System................................................................................... ...................................... 132 Universal Signal Conditioning Amplifier Certification Station.................................................................. .................................. 134 Data Acquisition System Laboratory 9s Quick Response Test Support of the Naval Ordnance Test Unit 9s Railcar cHump d Test................................................................................................ .................................................... 136 Development of a 10-Part-Per-Billion Hydrazine Portable Analyzer............................................................... .............................. 138 Personnel Dosimeter for Dimethylethoxysilane................................................................................... ........................................... 140 Extending the Range of Hypergol Propellant Detectors With a Sample Dilution System............................................. ................ 142 New Analysis System Cryogenic Trapping and SPME Sampling....................................................................... .......................... 144 LIFE SCIENCES ............................................................................................................................... ............................................... 147 Supercritical Self-Contained Breathing Apparatus............................................................................... ......................................... 148 Advanced Life Support and Space Biology (ALSSB) Engineering.................................................................... ............................. 150 Advanced Life Support (ALS) Biomass Production Chamber......................................................................... ............................... 152 Advanced Life Support (ALS) Biomass Production Research........................................................................ ................................ 154 Advanced Life Support (ALS) Resource Recovery and Biomass Processing Research.................................................. ................. 156 AUTOMATION AND ROBOTICS ............................................................................................................................... ................ 159 Payload Inspection and Processing System (PIPS)................................................................................ ....................................... 160 Launch Complex 39 Payload Changeout Room HEPA Filter Inspection System (HFIS).................................................. ........... 162 Advanced Life Support Automated Remote Manipulator (ALSARM).................................................................... ..................... 164 MATERIALS SCIENCE ............................................................................................................................... ................................ 167 Efforts To Prevent Rebar Corrosion............................................................................................. ................................................. 168 Progress in Precision Cleaning at KSC.......................................................................................... ................................................. 170 Photochemically and Thermally Cross-Linkable Polyconjugated Systems............................................................ ......................... 172 Effects of Chemical Aging of Polymers on Performance Properties................................................................ ................................. 173 Evaluation of the Compatibility of Materials Used in Breathing Air Devices..................................................... .......................... 174 Environmentally Compliant Coating Systems for the Shuttle Launch Sites......................................................... ......................... 176 Fracture Morphology of Selective Polymer Systems Under Monotonic and Fatigue Loading........................................... ........... 178 Research and Development of Materials and Components for Protective Clothing for Personnel Handling Rocket Fuels............ 1 79 RESEARCH AND TECHNOLOGY 1996 vii/viii John F. Kennedy Space Center (KSC) maintains a vigorous applied research program in support of Shuttle launch activities. Ground support systems, launch and processing facilities, and environmental protection all require continued attention for KSC to remain the nation 9s premier state-of-the-art space- port. This issue of the Research and Technology Annual Report highlights many of these applied research activities. Focusing predominantly on applied research leads KSC to development of new technologies and expertise directly applicable to commercial products and manufacturing needs. The Technology Pro- grams and Commercialization Office aggressively seeks industry participation in KSC 9s research programs and in the transfer of developed KSC technologies and expertise to industry. Programs and commercialization opportunities available to American industry are described in the Technology Programs and Commercialization Home Page on the World Wide Web at http://technology.ksc.nasa.gov. Technology Programs and Commercialization Introduction RESEARCH AND TECHNOLOGY 1996 1 Industrial Engineering F rom an industrial engineering (IE) perspective, the facili- ties used for flight hardware processing at the John F. Kennedy Space Center (KSC) are NASA 9s premier facto- ries. The products of these factories are among the most spec- tacular products in the world 4 safe and successful Shuttle launches carrying tremendous payloads. The factory is also the traditional domain of the discipline of industrial engineering. IE is different in many ways from other engineering disciplines because it is devoted to process management and improvement, rather than product design. Industrial engineering is typically used to optimize the opera- tions phase of a project or program. To improve overall perfor- mance and quality in most operational programs, it is frequently more cost effective to improve/reengineer the processes for how the work is done rather than to upgrade the hardware. The Space Shuttle is NASA 9s first major program to have a long-term operational phase; however, all the major current and future human space flight programs (International Space Station, X-33, a lunar base, and human space flight to Mars) are also projected to have lengthy opera- tional phases. Therefore, IE technologies and capabilities are becoming even more strategi- cally important to NASA. Most IE technologies (methods, tools, techniques, and processes) evolved from the need to improve shop floor productivity in order to remain competitive in the marketplace. However, IE technologies are now being successfully applied to every type of process in Government agencies, production industries, service industries, and academia. The growing need to do things cbet- ter, faster, and cheaper d throughout Government and industry has improved the market for IE technologies and capabilities. The articles in this section demonstrate a variety of new IE methodologies, which are sometimes complemented with com- puter support systems. The IE articles are categorized into the following four areas: management support systems, human factors engineering, methods engineering/work measurement, and process analysis and modeling. The development and application of IE technologies in each of these areas are produc- ing tangible benefits for NASA and dual-use technologies for other organizations. INDUSTRIAL ENGINEERING 2 D riven by NASA and its KSC contractors 9 com- mitment to process improvement and re-engi- neering in response to the challenges of the current fiscal environment, a pioneer- ing benchmarking consor- tium was chartered at KSC in January 1994. The Kennedy Benchmarking Clearinghouse (KBC) is a collaborative effort of NASA and all major KSC contractors designed to facilitate effective bench- marking, optimize efficien- cies, and leverage quality improvements across the Center. The KBC developed an original approach to consortium benchmarking that integrates the best features of proven benchmarking models (e.g., Camp, Spendolini, Watson, and Balm). After defining the archi- tecture of the KBC function, the team conducted a cpathfinder d benchmarking study of the Government property manage- ment process. Within 2 months from the publication of study findings, three organizations reported a combined cost avoid- ance of over $41,000; a fourth organization reported a 57- percent reduction in cycle time for processing property loss, damaged, or destroyed (PLDD) reports; and a fifth organization reduced the number of PLDD reports processed by 84 percent. Continued informal benchmark- ing among process owners also was a synergistic benefit of the consortium benchmarking study. This cost-effective alterna- tive to conventional benchmark- ing approaches has provided a foundation for continued benchmarking at KSC through the development of common terminology, tools, and tech- niques. An example of a useful benchmarking tool is shown in the figure cTotal Customer Satisfaction Versus Benchmark- ing Versus Current Perfor- mance. d In addition to enhanc- ing benchmarking skills among members, the Clearinghouse is strengthening a KSC culture that values continual improvement and teamwork to achieve excel- lence. During 1996, the KBC incor- porated the lessons learned from the Government property management study and feed- back from several presentations to benchmarking experts in a systematic strategic planning analysis. The strategic planning effort considered customer expectations, KBC capabilities, and the changing business environment. The result is the updated vision illustrated in the figure cKSC Partners and Ser- vices. d After senior manage- ment approval of the revised KBC strategic plan, inputs were solicited on the process of highest overall Center priority for the second major KBC- sponsored benchmarking study. The result was the selection of the hazardous waste manage- ment process. The efforts of the KBC team during 1997 will focus on completing the envi- ronmental study and continuing to provide additional bench- marking services to customers across KSC. Key accomplishments: "1994: Team charter, forma- tion, strategic planning, and selection of the initial study. "1995: Completed a compre- hensive practicum or cpath- finder d benchmarking study of Government Property Management. Received a Silver Medal Award (in the applied research category) from the International Benchmarking Clearing- house. "1996: Completed a revised strategic plan. Initiated a hazardous waste manage- ment benchmarking study. Recognition of KSC bench- marking as a cbest practice d by the Best Manufacturing Practices Center of Excel- lence. Key milestones: "1997: Completion of the hazardous waste manage- ment benchmarking study. Continued refinement of KBC services and strategic plans to reflect NASA 9s direction for KSC to facilitate Agencywide benchmarking initiatives. Management Support Systems: Kennedy Benchmarking Clearinghouse RESEARCH AND TECHNOLOGY 1996 3 Contacts: T.S. Barth, PZ-A1, (407) 861-5433, and D.M. Cox, HM-CIC, (407) 867-2513 Participating Organizations: McDonnell-Douglas Space and Defense Systems (D.M. DeVito), EG&G Florida, Inc. (J.J. Eads), I-NET, Inc. (G.W. Cain), Lockheed Martin Manned Space Systems (F.A. Lockhart), United Space Alliance (S.C. Morrison), USBI Company (H.L. Novak), and Rockwell Space Systems Division, Florida Operations (K.A. Lieb) Benchmarking Code of Conduct Coordination/Facilitating Studies Team Advising/Consulting Awareness/Training/Education Partnering Services Library Resources Knowledge Management/Transfer (Potential) External Partners " Other NASA Centers " Other Federal Agencies " Private Industry " "Best-in-Class" Companies " Others Internal Partners " EG&G " I-NET " LMMSS " MDS&DS " NASA/KSC " Rockwell " USBI " USA Kennedy Benchmarking Clearinghouse (KBC) "The KBC vision is to effectively advocate and facilitate benchmarking and the transfer of best practices to improve Kennedy Space Center's bottom line." KSC Partners and Services Total Customer Satisfaction (Ultimate Goal) Best of the Best (Benchmark) Current Performance (Baseline) Total Customer Satisfaction Versus Benchmarking Versus Current Performance M5 M6 M7 M8 M1 M2 M3 M4 INDUSTRIAL ENGINEERING 4 P revious work on the project titled cInter- and Intra-Facility Perfor- mance Measurement d con- ducted in KSC Space Shuttle ground processing involved the development of a prototype benchmarking procedure for use within and across various Shuttle processing facilities. These procedures are primarily applicable to process-level measurements of performance. The application of process-level benchmarking procedures was demonstrated in prototype data collection and comparisons between several KSC processing facilities. The work performed on the project in 1996 led to develop- ment of supplemental proce- dures for establishing organiza- tion-level metrics and measure- ment procedures. A candidate set of organization-level metrics was developed for the primary functional processes involved in Space Shuttle ground opera- tions. The structure of the candidate measurement matrix is illustrated in the figure cOrga- nizational Performance Candi- date Measurement Matrix. d A second component of this project involved an informal benchmarking study to gain insight into the functions of industrial engineering groups in other organizations. Several non-KSC aerospace organiza- tions and additional organiza- tions performing operations requiring processes similar to those found at KSC were sur- veyed. The major purpose of the survey was to determine the types of functions industrial engineers perform in those organizations. A graph showing the distribution of resources is illustrated in the figure cCom- parison of Resource Allocations Between Traditional Industrial Engineering Functions. d Key accomplishments: "1994: Review of Shuttle primary process categories and collection of performance measurement information from external organizations. "1995: Development of mea- surement system procedures and selection of candidate organization-level metrics. Completion of process-level data collection and bench- marking comparisons be- tween Shuttle processing facilities. "1996: Presentation of candi- date organization-level metrics in matrix format and completion of initial indus- trial engineering functional benchmarking survey. Key milestones: "1997: Continue review of candidate metrics and de- velop prototype implementa- tion of the associated mea- surement system. Continue industrial engineering benchmarking survey as opportunities arise. Contact: T.S. Barth, PZ-A1, (407) 861-5433 Participating Organizations: University of Central Florida (R. Safford and B. Williams) and Arizona State University (A. Jackson) Management Support Systems: Organization- and Process-Level Benchmarking Procedures for Shuttle Processing RESEARCH AND TECHNOLOGY 1996 5 PLAN WORK FLOW PROVIDE WORK INSTRUCTIONS TRAIN PEOPLE PROVIDE PARTS, MATERIALS, AND SERVICES . . . . Candidate Quantity Ratios Candidate Performance Ratios Candidate Quality Ratios Candidate Inferential Ratios . . . . . . . . . . . . . . . . Organizational Performance Candidate Measurement Matrix Work Measurement Human Factors Process Modeling Benchmarking Production & Inventory Facilities Design Quality Control Quality Assurance Occupational Safety Process Improvement Training Systems Eng. Technology Support Customer Support IE Management 0%10%20%30%40%50%60%70%80%90% Work Measurement Human Factors Process Modeling Benchmarking Production & Inventory Facilities Design Quality Control Quality Assurance Occupational Safety Process Improvement Training Systems Eng. Technology Support Customer Support IE Management 0510152025 3035 40 45 B C D Organization A Industrial Engineering Functions Percent of Total IE Full Time Equivalents (FTE 9s) OrganizationComparison of Resource Allocations Between Traditional Industrial Engineering Functions IE Management Customer Support Technology Support Training Systems Eng. Process Improvement Occupational Safety Quality Assurance Quality Control Facilities Design Production & Inventory Benchmarking Process Modeling Human Factors Work Measurement Industrial Engineering Functions Percent of Total IE Full Time Equivalents (FTE 9s) Comparison of Resource Allocations Between Traditional Industrial Engineering Functions Organization INDUSTRIAL ENGINEERING 6 V oters today demand a more lean and respon- sive Government; and politicians, civil servants, and policymakers have taken notice. Concepts like creinventing Government, d which stress efficiency and decisionmaking accountability in the public arena, have set the stage for what people expect of their Government. Voters are looking for reduced Government size, fiscal responsibility through balanced budgets, and privat- ization where practical and possible. Privatization is a method used by governments in their efforts to obtain high-quality goods and services at lower costs and on a more timely basis through the transfer of pro- grams and functions to the private sector. NASA is evaluat- ing privatization, where possible and practical, in the strategic plans for the Agency. The transfer of relatively mature functions, such as Space Shuttle operations to the private sector, is consistent with the Federal Government 9s current direction. The process of transitioning toward privatization requires a systematic methodology. The table describes a general model, developed under the NASA/ ASEE Summer Faculty Fellow- ship Program, where strategic planning, communication, Center involvement, and a system of incorporating lessons learned are the key concepts. The model is based on extensive research and identification of cbest practices d in other Gov- ernment transition efforts. KSC is the NASA Center most imme diately affected by the transition of Space Shuttle operations to a single prime contractor. This model can be used to provide input to NASA 9s ongoing assess- ment of privatizing Space Shuttle operations at KSC. Step five of the general Agency-level model in the table is to cempower centers to plan and operationalize privatiza- tion. d The specific actions required to accomplish this include: alignment of Center privatization goals with Agency goals; development of a contract that provides incentives for specific contract measurements; mapping of key processes to contract measures; and develop- ment of a system to track, report, and manage those measures. These actions, to- gether with the other steps described in the model, provide an integrated and systematic approach to transitioning to- ward privatization. Key accomplishment: "1996: Development of a general Agency-level model for privatization and a meth- odology to operationalize privatization at KSC. Key milestones: "1997: Ongoing refinement and utilization of the model and methodology. Continued implementation of the indus- trial engineering role in the transition efforts. Management Support Systems: General Model for Government Transition RESEARCH AND TECHNOLOGY 1996 7 General Agency-Level Model for Privatization 1. Define Agency-level goals and objectives with respect to privatization. "Define through strategic planning process. "Communicate throughout the organization. 2. Identify affected Centers of potential privatized functions. "Communicate Agency-level privatization goals and objectives. 3. Evaluate privatization alternatives at Agency and/or Center level. "Include NASA Centers in the evaluation. "Identify potential functions to privatize. "Specify the type of privatization. "Perform cost and risk analyses for the entire Agency and individual Centers. "Evaluate alignment with, or effect on, the strategic plan. "Understand the political implications. 4. If Privatization is chosen, communicate. "Ensure communication methods saturate the organization. "Relate current and potential plans through communication channels. "Relate updates and future communications. 5. Empower Centers to plan and operationalize privatization. "Ensure Center-level privatization strategic plans align with Agency strategic plans. 6. Evaluate effectiveness of all privatization efforts at Agency and Center levels. "Measure effectiveness against expected goals and objectives over time. "Decide to continue present effort, add to, or halt privatization efforts. 7. Document lessons learned at Agency and Center levels. "Document inputs, processes, and outputs. "Incorporate lessons learned in the process of evaluation and execution. Contact: J.S. Flowers, PZ-A1, (407) 861-5434 Participating Organization: Kansas State University (J.P. Lavelle and D.W. Krumwiede) INDUSTRIAL ENGINEERING 8 K SC, as part of NASA 9s efforts to perform cbetter, faster, and cheaper, d has begun a large- scale organizational change effort. The KSC effort is similar to other private and public organizations that have at- tempted downsizing to meet performance requirements. The drivers for KSC 9s transition include: the reduction in NASA 9s budget, the award of a Space Flight Operations Con- tract (SFOC), and a definition of KSC roles based on NASA 9s strategic plans. These drivers are leading to significantly changing roles for KSC civil servants. As part of the NASA/ASEE Summer Faculty Fellowship Program, a study was conducted to investigate the best practices in managing organizational change. The study consisted of a literature review on organiza- tional change and interviews with KSC senior management, KSC employees, and heads of major contractors who have previously experienced large- scale organizational changes. A result of these interviews was a set of four models to help understand and manage organi- zational change. One of the models, shown in the figure, represents KSC 9s transition as an call-term d transition. Two circles were in the original draft of the figure (i.e., year 1996 for the present state and year 2000 for the future state). However, after senior management interviews and focus sessions with KSC employees, a third circle was added to reflect the 2010 time period. The focus groups emphasized the need for KSC to define their future state beyond the near-term timeframe. They felt the year 2000 midterm state was transitory and wanted to define and take action for the long-term state. The word call- term d was developed by a senior executive at Westing- house who described his man- agement style as all-term to reflect the need to balance the Management Support Systems: Organizational Change Models " Agency Role " Insight " New Roles " Oversight " Processing " Orientation " New Roles " Modified Insight " X-33? KSC 2010 1997 1998 1999 KSC 2000 KSC 1996 Near-Term Long-Term Flow of Requirements Transiton Actions KSC "All-Term" Transition Model RESEARCH AND TECHNOLOGY 1996 9 organization for both the near and long term. The general implications of this model include: "Requirements must be met by the transition flow from the definition of the future state. "The organization must under- stand the current, near-term, and long-term future states and the relationships among them. "The transition actions must move the organization from the current to the desired future state. "Actions must balance sur- vival in the near term with long-term development. "Long-term actions can be defined in more general terms than the near-term actions. "Earlier actions should be carefully chosen because they impact choices for longer term actions. "The strategic direction defines requirements and timeframes from which actions are taken. "All employees must be planned for. The senior management interviews, focus groups, and contractor interviews provided the data to support the notion of an all-term transition. The roles of KSC civil servants are chang- ing from oversight (current state) to insight (near-term state) and then to modified insight (long-term future state). KSC must define the actions needed in the current and near term to ensure the long-term state is successfully reached. For example, what actions should KSC take to ensure it has the capability to be the launch and landing site for X-33? KSC management can use this model to balance their actions to ensure current, near-term, and long- term needs are met. Key accomplishments: "1996: Completed interviews with senior management, KSC employees, and heads of contractor organizations. Shared results with the Center Director and Senior Staff. Facilitated senior management planning ses- sions. Key milestone: "1997: Use of the model by KSC to understand and manage organizational change. Contact: S.H. Barton, HM, (407) 867- 2512 Participating Organization: Univer- sity of Central Florida (T. Kotnour) INDUSTRIAL ENGINEERING 10 T he purpose of this project is to determine the feasi- bility and conceptual requirements for development of a system to support the NASA Test Director (NTD) during Space Shuttle launch countdown activities. The system under study uses histori- cal data to improve near real- time decisionmaking while providing better schedule development and implementa- tion methods. An organiza- tional learning perspective is used to guide the development of the system process. The concept of organiza- tional learning is exhibited in knowledge-sharing efforts aimed at using prior solutions to solve current problems and to avoid repeating past mistakes. Organizational learning is a process of creating, assimilating, and disseminating information and knowledge from one prob- lem-solving experience to another (i.e., one launch to another). The objective of this research effort is to conceptually define the requirements for knowledge creation, assimila- tion, and dissemination for the NTD. With over 80 Shuttle launches since 1981, a significant amount of Shuttle launch count- down knowledge exists that can assist future launch planning and execution. This knowledge includes insight into improve- ment opportunities, effective responses to potential problems, and numerous scheduling characteristics. As shown in the figure, an organizational learn- ing process can support knowl- edge creation, assimilation, and dissemination between launches Management Support Systems: Organizational Learning Process Supporting the NASA Test Director (shown as L-1, L-2, L-3, and L-4 in the figure) and enhance the overall learning process of the organization. Several current processes need to be reengineered to take advantage of technology ad- vances and to meet the chal- lenges of an aging Shuttle fleet. A common example of the current process is the detection of a problem or failure during the conduct of a particular testing procedure. The system engineer performing the test reports the event through a structured test team chain of command to the NTD along with troubleshooting or repair plans and the associated re- sources required (technicians, equipment, duration, access, etc.) to complete repairs. The NTD, using personal experience combined with input from the test team, picks an appropriate time to insert the particular problem into the schedule. Problems often arise because many additional tasks (platform configurations, safety involve- ment, special tools or certifica- tions, etc.) are required to ac- commodate the original task, which may not be immediately obvious to members of the test team. Insight from past problem resolution can provide the test team with valuable knowledge about problem resolution proce- dures and support/configura- tion requirements that would save time during critical deci- sions, streamline operational planning and execution, and ultimately reduce costs. To develop a system to assist the NTD in making quick, accurate assessments and decisions, historical task information must RESEARCH AND TECHNOLOGY 1996 11 first be collected and evaluated. The historical task information will consist of: "Plan or activity description -Goals to be achieved -Conditions under which the activity was evaluated "Results -Actual measurement for cost, schedule, and perfor- mance parameters -Constraining activities -What worked and why -What did not work and why "Recommendations -Suggestions for improve- ment -Constraining activities The knowledge gained from previous launches can be used to support the planning phase of successive launches. This information can be stored in a historical database (shown as the corporate memory in the figure) and used for off-line trend analysis, as a comparison tool in building baseline sched- ules, and as a resource reference to aid in real-time decisionmak- ing and scheduling. Key accomplishments: "1995: Countdown manage- ment device initiated. "1996: Completion of a man- agement system analysis on the NTD process to under- stand the current system and the need for a new system. Definition of conceptual requirements for a process and associated tools to sup- port the NTD 9s. Key milestones: "1997: Definition of potential data collection methods to study the feasibility of an organizational learning process and tool. Identifica- tion of operating system software and hardware requirements. Development of system prototype. Contact: C.M. Orr, PZ-A1, (407) 861- 5433 Participating Organizations: NASA/ KSC Shuttle Processing (J. Guidi, R. Stevens, J. Spaulding, and J. Leotta) and University of Central Florida (T. Kotnour and A. Quinn) LAUNCH L-1 LAUNCH L-2 LAUNCH L-3 Performance Task Performance Task CORPORATE MEMORY L-2 CORPORATE MEMORY L-3 CORPORATE MEMORY L-4 Learning Memory Learning Memory " History-Based Requirements " Fact-Based Predictions " Potential Problems and Strategies " Problems and Resolutions " Planned and Actual Times " Trending " Problem Analysis " Problem Tracking " Statistical Analysis NTD Organizational Learning Process NTD Organizational Learning Process INDUSTRIAL ENGINEERING 12 A diagnostic tool for eval- uating the contributing causes of accidents in Shuttle ground operations is being developed and used by the KSC Shuttle Processing Human Factors Team. The events evaluated by the Human Factors Team are usually called processing incidents or mishaps. The diagnostic tool is an appli- cation of a cteam effectiveness leadership model, d which was developed during years of research observing a wide variety of high-performance work teams. The studies used to develop and refine the team effectiveness leadership model include observations of KSC teams in Shuttle processing, unmanned launch vehicle processing, and payload pro- cessing. The Shuttle Processing Human Factors Team was established in 1993 to assess human factors issues associated with incidents in ground opera- tions. The team 9s mission is to embed human factors in all processes required for Shuttle launch and landing operations at KSC. In addition to investi- gating human errors with its diagnostic tool, the Human Factors Team has developed training courses to raise human factors awareness in the work force, established a Positive Initiative Effort (PIE) for report- ing potential work area prob- lems, developed a close-call reporting mechanism, facilitated a morale survey, and published a human factors newsletter. The Human Factors Team advocates a proactive approach to mitigating the risk of human Human Factors Engineering: Human Factors Event Evaluation Model errors. The diagnostic tool enables development of a database of metrics to accumu- late statistics for accidents occurring over a period of time rather than for a single event. The tool was initially tested through application to events recorded in 1995. During 1996, the team 9s efforts, with respect to the diagnostic tool, were focused on updating the specific causal factors and their defini- tions based on feedback received through applications of the model to new events. The updated model is illustrated in the figure. Valuable feedback on the model was received from sev- eral presentations within KSC and at external conferences. A process was established within the team to monitor data col- lected by various team members for accuracy and consistency. Current efforts are focused on developing a user 9s manual for the diagnostic tool and explor- ing new ways to analyze and report the accident investigation data to ensure the results of the team 9s efforts are used in a constructive manner. Key accomplishments: "1991 to 1992: Initial team effectiveness leadership model development efforts at KSC. "1993: Formation of the Shuttle Processing Human Factors Team. Refinement of the team model using data from observations of Shuttle processing work teams. "1994: First annual report published by the Human Factors Team based on the RESEARCH AND TECHNOLOGY 1996 13 initial year of investigations. Continued refinement of the team model in Shuttle processing. "1995: Development of the initial diagnostic tool for investigating accidents in Shuttle processing. "1996: Validation and refinement of the diagnostic tool. Recognition of a cbest practice d by the Best Manufacturing Practices Center of Excellence. Development as a database using causal factors from the model. Initial reports to Shuttle Processing management. Key milestones: "1997: Publish the user 9s manual for the diagnostic tool. Refine data analysis and reporting tech- niques. Apply a modified version of the tool to close calls. Contact: T.S. Barth, PZ-A1, (407) 861-5433 Participating Organizations: United Space Alliance (M. Nappi, D. Blankmann-Alexander, J. Chaput, J. Jamba, M. Parrish, K. Pisula, B. Potteiger, and L. Santana); NASA Shuttle Processing (P. Simpkins, C. Orr, and M. Leinbach); NASA Safety, Reliability, and Quality Assurance (J. Medina and G. Cogan); Ames Research Center (B. Kanki and C. Irwin); Center for Creative Leadership (R. Ginnett); and the U.S. Air Force Academy (J. Austin) O 4-4 : Process Change Controls 1 Hughes, R.L., Ginnett, R.C., & Curphy, G.J., (1996). Leadership: Enhancing the Lessons of Experience (pp. 354-366). Chicago: Irwin. O 4-3 : Supervisory Controls O 4-2 : Schedule Controls O 4-1-2 : No Paper O 4-1-1 : Inadequate Paper O 4-1 : Technical Controls and Specifications O 4 : Control Systems O 3 : Information Systems O 2-1 : Task Technical Training O 2-2 : Hardware System Training O 2-3 : Leadership and Team Skills Training O 2 : Education Systems O 1 : Rewards and Policies O: Organizational Inputs ORGANIZATIONAL INPUTS TEAM DESIGN INDIVIDUAL INPUTS ERGONOMIC INPUTS PROCESS CRITERIA P-1 Effort P-2 Knowledge and Skills P-3 Strategy P-4 Group Dynamics TEAM EFFECTIVENESS * "Outcome Acceptable to Customers "Future Capability of Team "Individual Satisfaction T 3-2 : Operational Team Behaviors T 3-1 : Safety Team Behaviors T 3 : Accepted Group Behaviors T 2-4 : Temporary Assignment T 2-3 : Inadequate Number of People T 2-1 : Inappropriate Skill Mix T 2 : Team Composition T 1-2 : Infrequent Task T 1-3 : Change to Task T 1-4 : Task Design Mismatch With Ergonomic Guidelines T 1-1 : First-Time Task T 1 : Task Frequency/Design T: Team Design Inputs T 2-2 : Boundary Crossing T 4-4 : Roles and Responsibilities T 4-3 : Assertiveness/Conflict Resolution T 4-1 : Task Briefing and Walkdown T 4 : Team Authority and Communication T 4-2 : Team Communication I 2-1 : Task-Specific Experience I 2 : Skills, Capabilities, and Limitations I 1 : Interest and Motivation I: Individual Inputs E 2 : Work Environment E 1 : Material Resources E: Ergonomic Inputs I 2-2 : Physical and Biological Capabilities/Limitations I 2-4 : Perceptual and Cognitive Capabilities/Limitations I 2-3 : Emotional Factors I 4-1 : Between Team Members I 4 : Interpersonal Behaviors I 3 : Values and Attitudes I 4-2 : Outside Team * From Ginnett's Team Effectiveness Leadership Model 1 KSC Human Factors Event Evaluation Mode l KSC Human Factors Event Evaluation Model INDUSTRIAL ENGINEERING 14 T he Human Factors Trend Analysis System (HF-TAS) is being designed to help analysts understand the root causes of process anomalies due to human factors issues at the organizational, team, and indi- vidual levels (e.g., incidents that cause personnel injuries, damage facilities, incur additional costs, and/or delay processing). The initial conceptual design and development of software proto- types was performed under a 6- month Phase I Small Business Innovation Research (SBIR) contract. The development of HF-TAS was motivated by the weak- nesses of existing root-cause analysis techniques. Although statistical quality control meth- ods (i.e., methods for assessing whether a process is in control) are quantitatively robust, widely used, and successful, only very simple qualitative methods (e.g., fishbone diagrams) are available for root-cause analysis (under- standing why a process is not in Human Factors Engineering: Human Factors Trend Analysis System HF-TAS Prototype control). The result is that industries frequently spend millions of dollars fixing the wrong process problems. The other major motivation for HF- TAS is the importance of human factors in industrial accidents. Research has shown that avoid- able human errors are a signifi- cant source of process anoma- lies in many industrial pro- cesses (e.g., aircraft manufactur- ing and maintenance). HF-TAS has many possible KSC, NASA, and commercial applications. One potential application of HF-TAS at KSC is assisting the Human Factors Team while investigating and analyzing the contributing causes of Shuttle ground pro- cessing accidents. (Refer to the article titled cHuman Factors Event Evaluation Model. d) The major technical innovation of HF-TAS is the anomaly process diagram (APD). The APD is a new, theoretically well-founded methodology for root-cause analysis focused on the repre- RESEARCH AND TECHNOLOGY 1996 15 Example Anomaly Process Diagram sentation of causal, probabilistic relations between process variables. In the Phase I project, two software prototypes were developed: a working HF-TAS prototype and an anomaly process diagram prototype. Sample screens from these prototypes are illustrated in the figures. The HF-TAS prototype demonstrated the feasibility of the overall concept. The HF- TAS prototype supports the human factors analyst during the tasks of describing investiga- tion results and computing trends in the importance of contributing causes over time. Additional types of analyses (e.g., correlation, sensitivity, and cluster analyses) will be investi- gated during the Phase II effort to assist human factors analysts in transforming the investiga- tion data into useful informa- tion. Methods to effectively communicate the analysis results for management action will also be implemented. The second prototype was the anom- aly process diagram technology, which was based on Prevision 9s Strategist product. Both soft- ware prototypes were success- fully tested with data from the KSC Human Factors Team. Key accomplishments: "1995: Award of the Phase I SBIR contract. "1996: Completion of the Phase I feasibility study and software prototypes. Award of the Phase II SBIR contract. Key milestones: "1997: Completion, delivery, and testing of HF-TAS proto- types at KSC. "1998: Completion and delivery of the operational HF-TAS system. "1999: Commercialization of HF-TAS and anomaly process diagram technologies. Contact: T.S. Barth, PZ-A1, (407) 861-5433 Participating Organization: Prevision, Inc. (R. Fung and B. D 9Ambrosio) INDUSTRIAL ENGINEERING 16 G round support of both space and aviation operations is a crucial element to safe and effective flight operations. However, time pressures, complexity of the work environment, dynamic changes in schedules, and intro- duction of new technologies are a few drivers that can lead to human error problems. Mainte- nance activities are becoming more critical as the nation 9s Shuttle and aircraft fleets (both commercial and military) con- tinue to age. Past accidents have dramatically demonstrated the potential impact of human error problems in maintenance activi- ties. The aviation industry has responded by paying increased attention to human factors issues. For example, innovative develop- ments in flight training technolo- gies, human-centered automa- tion, multimedia information, and decision-aiding systems have been made. However, the adap- tation and transference of human factors tools, techniques, and principles to ground operations have been limited. The two primary objectives of this re- search are: (1) to identify and characterize human factors problems in ground operations and (2) to develop a systematic approach to human factors interventions. Specifically, the goals are to implement training, procedural, and technology solutions directly tied to targeted tasks and processes. Due to the overlap in human factors issues across Shuttle and aircraft maintenance domains, the potential benefits of technol- ogy transfer are great. The photograph shows the primary Shuttle orbiter maintenance Human Factors Engineering: Shuttle and Aircraft Maintenance Human Error Analysis and Interventions facility, which has a work envi- ronment and work processes similar to those in depot-level aircraft maintenance centers. Recent efforts have focused on the following two areas: "Identification of human factors issues in aircraft maintenance: The NASA Aviation Safety Reporting System (ASRS) provides a rich archive of actual operational events related to aircraft maintenance procedures and processing. Because such a database is limited in the aerospace community, the study was undertaken as both a model for Shuttle operations and to obtain substantive results useful in aircraft and aero- space domains. A preliminary report was presented at the annual meeting of the Human Factors and Ergonomics Society in San Diego, Califor- nia. "Technology transfer work- shops: The overall goal is to identify issues, problems, and clessons-learned d in common interest areas such as human error and incident analysis, risk analysis techniques, human factors training, and human performance measure- ment. An initial technology transfer workshop for aero- space, aircraft, and other high- risk operations was held at Ames Research Center (ARC) in September 1996. The workshop focused on human factors aspects of incidents, accidents, mishaps, and close calls in space vehicle and aircraft maintenance. These efforts demonstrate one area of synergy between NASA 9s Aeronautics enterprise RESEARCH AND TECHNOLOGY 1996 17 and the Human Exploration and Development of Space (HEDS) enterprise. The collaboration between ARC and KSC is producing valuable results supporting the goals and objectives of both enterprises. Key accomplishments: "1991 to 1993: Initial application of human factors technologies developed for flight crews to aircraft maintenance crews. Team effectiveness research on Shuttle maintenance crews. "1994 to 1995: Initial collaboration with the KSC Shuttle Processing Human Factors Team in the area of human error investigation and analysis. "1996: ASRS study completed. Human Factors Workshop hosted by ARC. Key milestones: "1997: Human Factors Workshop focused on training issues hosted by KSC. Continued collaboration between KSC and ARC, including potential new areas such as human-computer interaction. Contacts: T.S. Barth, KSC, PZ-A1, (407) 861-5433, and B.G. Kanki, ARC, (415) 604-5785 Participating Organizations: NASA Ames Research Center, Battelle Aviation Safety Reporting System, Boeing, Northwest Airlines, United Airlines, Delta Airlines, and Idaho National Engineering Laboratories Shuttle Orbiter Processing Facility Photo @ 75% INDUSTRIAL ENGINEERING 18 K SC industrial engineers are actively engaged in identifying techniques to improve the efficiency and effectiveness of Space Shuttle ground processing. One ap- proach that has demonstrated a high potential for success is the industrial engineering area called work measurement. Although many work measure- ment techniques and method- ologies are best suited for short- duration, highly repetitive activities, there are also ap- proaches to successfully mea- sure the work time associated with long-duration, low-repeti- tion tasks like those inherent in Shuttle ground processing. A challenge to work mea- surement practitioners is that there is no guidance on which of several available measurement techniques to use. Practitioners must rely on their own experi- ence, on-the-job training, previ- ous approaches used by their predecessors in the organization, or trial and error. These meth- ods for choosing work measure- ment techniques can lead to ineffective results and wasted effort. The literature is of little help and there are no references to guide the practitioner. KSC industrial engineers have recog- nized this deficiency and have begun to research ways to fill the void. In 1994, KSC industrial engineers and their support contractors began to develop an expert system to help the practi- tioner make informed decisions about which work measurement technique is best for the situa- tion at hand. The expert system, designed for the PC platform, asks the practitioner a series of questions about issues relevant to technique selection. The expert system uses answers provided by the user to navigate through the relevant issues while helping users select a practical work measurement technique for their application. The system considers many attributes of the problem, in- cluding precision requirements of the final result, availability of historical data, estimated task duration, visual accessibility, work force participation consid- erations, and cost/benefit expectations. Following tech- nique selection, the system helps users through all subsequent steps leading to a reliable esti- mate of task completion time. Although the system is not yet complete, it can already be seen that inexperienced as well as experienced practitioners will better understand the issues, make better decisions, and better understand the impact of their work measurement tech- nique selection decisions. Key accomplishments: "1994: Successfully demon- strated the prototype expert system to select an appropri- ate work measurement technique (see the figure). "1995: Identified the work measurement techniques to include in the expert system. "1996: Coordinated and scheduled field tests of measurement techniques. Key milestones: "1997: Develop, test, and install the Job Standards Development System (JSDS) Methods Engineering/ Work Measurement: Expert System To Generate Job Standards RESEARCH AND TECHNOLOGY 1996 19 for the KSC environment. The JSDS will include expert systems to select the work measurement technique, guide the work measurement, and compute the job standard. Contact: A.M. Mitskevich, PZ-A1, (407) 861-5433 Participating Organizations: OMNI Engineering and Technology, Inc. (N. Schmeidler) and OXKO Corporation (S. Oxman) Available Techniques Based on User Input INDUSTRIAL ENGINEERING 20 W ork procedures for payload processing and checkout opera- tions at KSC are executed using a paper system. With this system, a procedure is generated using a word processor, printed out, copied, and distributed to members of the test team. The work instructions detailed in the procedure are then executed using a pen to record test data and notes and using quality and technician ink stamps to docu- ment the work performed. Changes to the work instruc- tions that occur during the execution of the procedure must be documented on a paper deviation form. Approval signatures must be obtained before the modified instructions can be performed. Once ap- proved, the deviation is then copied and distributed to the test team. Upon completion of the work procedure, the official copy of the procedure, including deviations, is then scanned into a computer and stored in a database. The objective of the Quality Assurance Portable Data Collec- tion (QAPDC) System project was to automate this process. A Small Business Innovation Research (SBIR) contract was awarded to Sentel Corporation to develop the capability to capture technician and quality stamps and test data electroni- cally, without the need for paper. This project was developed by Sentel and personnel from KSC, lead Center for payload process- ing. With the QAPDC System, the procedure is converted from a word processor document to a database. It is then executed using portable computers. Data is entered electronically and distributed to all other termi- nals. The ink stamp is replaced with an electronic stamp that meets the form, fit, and function of the old ink stamp. A pro- grammable memory chip inside the electronic stamp stores a unique identifier. Each team member has his or her own electronic stamp. This electronic stamp adds a secure mark to a step, identify- ing who performed that step and the date and time the step was performed. The electronic stamp is read using a stamp reader that is connected to the serial communication port of the computer. The system provides protection mechanisms to en- sure data and stamp integrity. Once the procedure has been worked to completion, it is converted to a portable docu- ment format and stored to a database. The main components of the QAPDC System are the central data server (CDS) and the portable data terminals (PDT 9s). The CDS is the main computer that serves as the network host and database server. PDT 9s display procedure steps and enable users to collect test data and stamps. The PDT 9s are standard personal computers (PC 9s) running Windows 95 or Windows for Workgroups operating systems. Various PC 9s are used as PDT 9s, including desktops, laptops, and pen- based tablets. The CDS is a high-end PC running the Win- Methods Engineering/ Work Measurement: Quality Assurance Portable Data Collection System RESEARCH AND TECHNOLOGY 1996 21 dows NT operating system. The following benefits are provided by the QAPDC System: "The time to process a proce- dure is decreased. "The time to gather informa- tion for incident investiga- tions and management reporting is decreased. "Information availability is improved. Test data can be searched and retrieved. "Everyone on the test team sees changes to the document instantly . "Accuracy of the procedure is improved as deviations are incorporated directly into the procedure. "Paper is eliminated. The system is in the proto- type stage and is being devel- oped to support Space Station processing. There are several U.S. and international organiza- tions from both private industry and Government agencies who have expressed an interest in obtaining the QAPDC System for their use. Key accomplishments: "1993: Completed the Phase I study for the SBIR contract. "1996: Completed Phase II of the SBIR contract. Demon- strated proof of concept for this system. Patent-pending status obtained by Sentel Corporation for the electronic stamp and stamp reader devices. Received the NASA SBIR Technology of the Year Award in the

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