A81-11353

Training tomorrow's carrier jet pilots. B. Kovit. Grumman Aerospace Horizons, vol. 16, no. 3, 1980, p. 12-23. A new integrated systems approach to training Navy jet pilots is discussed. The system, known as VTXTS, is built around the new carrier-based training airplane VTX. The intermediate and advanced training courses incorporate computerized instructional technology and methods to achieve a better flow within the program. The role of skilled instructors is considered, along with the increased use of motion and visual simulators. An automated management system integrates all aspects of the training program. R.C.

A81-12742 # Management organization in civil aviation (Organizatsiia upravleniia predpriiatiiami grazhdanskoi aviatsii). V. K. Chirkov. Moscow, Izdatel'stvo Transport, 1980. 120 p. In Russian.

The book deals with methods of modernizing and improving management of civil aviation. The proposed reorganization of civil aviation management is based on an intensification of research regarding management and control problems, improving the existing management methods, and modernizing the management procedures.

V.P.

A81-14081 # The role of price-revision formulae in ESA contracts. G. Hoss (ESA, Cost Analysis Div., Noordwijk, Netherlands). ESA Bulletin, no. 20, Nov. 1979, p. 44-47.

The price-revision formulae in ESA contracts, which are intended to account for the impact of inflation in fixed-price contracts, are examined. Basic principles governing the establishment of price-revision formulae are considered, including the analysis of all the elements of work to be performed and the determination of official price indices. Various formulae and indices prescribed in the aerospace industry are presented, and the timing of price revisions and the continuity of formulae and indices within and between contracts is discussed. The construction of the formula is then examined, with attention given to the analysis of the evolution of labor and material costs in a firm over a long period, the calculation of the percentage shares of the individual price elements, and cases in which certain price elements are revised independently of the others. It is pointed out that the base price, price revision formulae and indices and the means for their implementation are specified in all ESA contractual agreements.

A.L.W.

A81-14102 # ESA's new contract regulations An instrument for industrial policy. W. Thoma and H. Greiffenhagen (ESA, Contracts Dept., Paris, France). ESA Bulletin, no. 22, May 1980, p. 70, 71.

New contract regulations have entered into force which should allow the ESA Industrial Policy Committee to play a more active role in industrial-policy matters than in the past. The main features of the new regulations that have an impact on industrial policy are the following: visibility of contract situation, approval of contracting

method, and decisions on restricted competitive and noncompetitive tenders.

B.J.

A81-14103 # Why bother with basic research. H. Elliot (Imperial College of Science and Technology, London, England). ESA Bulletin, no. 23, Aug. 1980, p. 7-9.

The rapid growth in expenditure on basic research in the past two or three decades has raised the question whether such levels of expenditure on this type of activity can be justified in the present socio-economic context. Several arguments in support of basic research are presented. B.J.

A81-18950

The high field Jc and scaling behavior in Nb-Ti and alloyed Nb-Ti superconductors. D. G. Hawksworth and D. C. Larbalestier (Wisconsin, University, Madison, Wis.). In: Symposium on Engineering Problems of Fusion Research, 8th, San Francisco, Calif., November 13-16, 1979, Proceedings. Volume 1.

Piscataway, N.J., Institute of Electrical and Electronics Engineers, Inc., 1979, p. 249-254. 15 refs. Research supported by the U.S. Department of Energy.

Measurements of the high field, reduced temperature J(c) of four commercial NbTi and alloyed NbTi composites in the 4.2-2 K range at fields up to upper critical field H(c2) showed that their pinning curves were similar and scaled with temperature. The high accuracy scaling should be utilized by magnet designers; at high fields exceeding 0.7-0.75 H(c2), the bulk pinning force is a linear function, making J(c) easily predictable. These scaling relationships were applied to the prediction of J(c) in the Nb-Ti-Ta alloy whose H(c2) is 1.25 T higher than in the NbTi alloy; the Nb-Ti-Ta has a temperature margin of 0.75 K over the Nb-Ti composition and the predicted J(c) values of 600-800 A/sq mm are higher than those of filamentary Nb3Sn. A.T.

A81-18952
Manufacturing and quality assurance for the
MFTF superconductor core. R. M. Scanlan, J. E. Johnston, P. A.
Waide (California, University, Livermore, Calif.), B. A. Zeitlin, G. B.
Smith, and C. T. Nelson (Intermagnetics General Corp., Guilderland,
N.Y.). In: Symposium on Engineering Problems of Fusion Research,
8th, San Francisco, Calif., November 13-16, 1979, Proceedings.
Volume 1.
Piscataway, N.J., Institute of Electri-

cal and Electronics Engineers, Inc., 1979, p. 260-264. 7 refs. Contract No. W-7405-eng-48.

A total of 55,000 m of multifilamentary Nb-Ti superconductor in minimum lengths of 380 m are required for the Mirror Fusion Test Facility. This conductor is a large cross-section monolith and, as such, has presented several new manufacturing challenges. In addition, a monolith requires more stringent quality assurance procedures than braids or cables. This paper describes the manufacturing steps and the quality assurance program which have been developed for the MFTF superconductor core. (Author)

A81-20400 #

Engineering management and innovation. R. W. Graham (NASA, Lewis Research Center, Cleveland, Ohio). Mechanical Engineering, vol. 102, Oct. 1980, p. 26-28.

Although improved management methods can enhance the performance of some enterprises, they can lower that of research organizations. The prevalent use of cost-effectiveness criteria as a management tool overvalues identifiable short-term accomplishment at the expense of long-term research efforts, which often serve as the antecedents upon which a new, seemingly unrelated technology is later founded. Medical instruments used in the treatment of

emphysema, for example, evolved from NASA-sponsored research devoted to the measurement of the composition of the atmospheres of the planets. The best manager is the manager who creates an environment that enables his research engineers to pursue ideas with a minimum of interference. Such an environment consists of broad research objectives, adequate facilities, and proper technical support. Within a framework of prudent spending, the manager's aim is to cultivate innovation. R.S.

A81-21958

Frameworks for modeling learning on the supply side of solar technology market penetration studies. J. H. Herbert. Energy (UK), vol. 6, Feb. 1981, p. 159-166. 14 refs.

We have previously suggested that the concept of learning is critical for determining the expected future market penetrations of solar technologies. This article presents economic frameworks suitable for analytic examinations of learning. Learning is considered within the context of economic production and supply functions for solar technology firms. Such functions are important for economic analysis of such issues as the expected future price of solar technology products and the expected future demand for capital and labor inputs by solar technology firms. (Author)

A81-24076 # Nonlinear analysis of plates and shells by the incremental procedure using a mixed model of the finite element method. H. Wada (Daido Institute of Technology, Nagoya, Japan), Y. Taki (Meijo University, Nagoya, Japan), T. Takamura (Nissan Motor Co., Ltd., Yokohama, Japan), and T. Nishimura (Nagoya University, Nagoya, Japan). JSME, Bulletin, vol. 23, Dec. 1980, p. 1945-1951.8 refs.

A mixed finite element is proposed which can be applied to the geometrical nonlinear problems of thin plates and shells; the stiffness matrix is formulated by means of an incremental procedure. A plane triangular element is applied to the problems of the large deflection of square plates with initial deflection, the snap-through of shallow square caps, the large deflection of circular plates, and the compression buckling of square plates with circular hole under edge compression. The results are judged to be sufficiently accurate. B.J.

A81-24258

A quantum jump in productivity - The RAM of CADMAT. C. H. Kibble (Rockwell International Corp., Columbus, Ohio). In: Annual Reliability and Maintainability Symposium, Philadelphia, Pa., January 27-29, 1981, Proceedings.

New York, Institute of Electrical and Electronics Engineers, Inc., 1981, p. 59-62.

The Computer Aided Design Manufacturing and Test (CADMAT) program will aid production, testing, and inspection using design data base with a minimum of human effort and virtually without drawings or paperwork. The CADMAT program proposes elimination of reliability and maintenance (RAM) drawings, manufacturing planning documents, quality and inspection planning tickets, and failure feedback forms. The paper specifies the CADMAT and RAM areas requiring attention, and presents recommendations for 'paperless' design, manufacturing, and test systems. A.T.

A81-26697
A systems approach to the management of
research and development. R. E. Gibson. Johns Hopkins APL
Technical Digest, vol. 1, Oct. Dec. 1980, p. 252-263. 9 refs.

The dynamics of communication between people in a research and development system are analyzed. A categorization of six different mental types, suited for different types of work, is given. A schematic analysis of system communication is presented, with the aim of improving the consensus of cooperating elements within a system. Some misunderstandings of objectives, leading to time wasters such as faulty communication and indecision, are analyzed on the basis of a hypothetical flow of thought in response to D.K.

communication.

Producibility engineering is receiving increased attention at ASD. Producibility engineers, acting as interface between design and manufacturing engineers, aspire to achieve optimum in design for producibility considerations. To maximize the benefits from producibility tradeoffs, ASD emphasizes that the efforts of design and manufacturing engineers must be integrated early in the system acquisition phase. This is accomplished by imposing various producibility requirements in contracts. Requirements vary depending upon the type and phase of the program. Several sample producibility requirements are presented, followed by recent examples of savings realized through an organized producibility effort. (Author)

Topics discussed include the defining of optics research contracts, the management of high performance optical systems, Space Telescope, and the Einstein (HEAO-B) observatory. Particular attention is given to the recognition and avoidance of project failure by good management organization and control. Also considered are projections of electro-optic trend correlations and management of optics independent research and development programs. Other issues given special attention include the scientific and system engineering management of Space Telescope and the role of management control in HEAO-B mirror development. J.F.

A81-36863
Optics research contract decisions. B. D.
Guenther and R. Lontz (U.S. Army, Research Office, Research
Triangle Park, N.C.). In: Management of optics; Proceedings of the
Seminar, Huntsville, Ala., October 1, 2, 1980.
Bellingham, Wash., Society of Photo-Optical Instrumentation Engi-
neers, 1981, p. 11-17.

The environment of power in which the optics research manager works has a significant influence on the formulation of decisions regarding individual proposals for research. Decisions concerning the distribution of funds for optics research are dependent upon the organization of RDT&E personnel within the Department of Defense and the Military Services. Decision making is not dependent upon a pyramid structure in which the optics manager responds only to his immediate supervisor, but to a wheel of power centers. The wheel model, developed by Fenn (1979), illustrates the internal power centers (DARCOM headquarters, ARO Physics Director, DoD Director of Research, Department of Army, Advisory Group of Electron Devices) and external centers (peer reviewers, professional groups) which influence the activities of an ARO optics manager. There is as yet no formal mechanism within the Defense community for stimulating the transfer of research to the final product, and the technical community is advised to develop more global interests than their current research laboratory activities. J.F.

A81-36864

Management in a government laboratory A case study. R. L. Hartman (U.S. Army, Missile Command, Redstone Arsenal, Ala.). In: Management of optics; Proceedings of the Seminar, Huntsville, Ala., October 1, 2, 1980. Bellingham, Wash., Society of Photo-Optical Instrumentation Engineers, 1981, p. 18-23.

Managers need to establish thresholds at which corrective action is taken, rather than moving with small steps to failure. A case study (synthesized from a number of actual incidents) of a research project in a government laboratory is presented, following a protagonist through the inception, selling, and performance of a new field of research. After numerous reorganization efforts, which only increase the number of participants involved, the program edges forward, years behind its proposed deadline. A model is offerred of critical functions needed to be performed by a government laboratory, including the solving of technical problems, the generation of new ideas, the gathering of technical as well as marketing/manufacturing information, the selling of the project, and the management and the coaching of the project. A simple graph illustrates the direction of potential trouble by which a manager can more readily recognize problems developing in a project.

J.F.

A81-36868

The management role in optical programs. E. J. Galat (Itek Corp., Optical Systems Div., Lexington, Mass.). In: Management of optics; Proceedings of the Seminar, Huntsville, Ala., October 1, 2, 1980. Bellingham, Wash., Society

of Photo-Optical Instrumentation Engineers, 1981, p. 53-60.

The management team in today's high-technology optical field must be flexible, maintaining a balance between the definition and resolution of critical technological problems, the development of conceptual designs for operational and support hardware, and the actual production of this hardware. The role of management in the evolution of three high-technology optical programs is discussed, illustrating its involvement with scientists, sales and systems engineers, and design engineers. The first case study examines the DARPA High Altitude Large Optics (HALO) program, established to solve problems for the envisioned HALO optical system. Management of the proposal, the program and future business, along with recruitment of the project technical team are the manager's first responsibilities. Besides creating an atmosphere conducive to invention, he must assess future implications of the program and recommend solutions to his customers. The second example involves the system definition phases of the Space Telescope Program. The program development manager must consider all resource commitments in the acquisition phase and display good negotiating prowess and salesmanship. The actual production of operational hardware requires firm specifications and well-defined system interfaces. At, this stage in the development, management must show greater resistance to design changes in order to product its hardware in a timely, cost-effective manner. J.F.

A81-36870

Management of optics independent research and development programs. R. J. Wollensak (Itek Corp., Optical Systems Div., Lexington, Mass.). In: Management of optics; Proceedings of the Seminar, Huntsville, Ala., October 1, 2, 1980.

Bellingham, Wash., Society of Photo-Optical Instrumentation Engineers, 1981, p. 70-75.

Managers of optics IR&D must strike a balance between improving basic technical skills and developing new or improved techniques to meet the future needs of customers. The IR&D organization within one industrial concern is discussed, and the ways in which IR&D management identifies a future hardware requirement and subsequently plans, staffs, and executes improvements through a series of continuing programs are explored. An annual IR&D program is formulated, and all activities are documented and collated into a final report. Once initiated, the program is reviewed periodically to ensure that technical, cost, and schedule goals are being met. The concern's development of a new ultralightweight mirror technology is used as an IR&D program example.

A81-36875

J.F.

The scientist's role in the management of large X-ray optics. L. P. Van Speybroeck (Harvard-Smithsonian Center for Astrophysics, Cambridge, Mass.). In: Management of optics; Proceedings of the Seminar, Huntsville, Ala., October 1, 2, 1980.

Bellingham, Wash., Society of Photo-Optical Instrumentation Engineers, 1981, p. 110-113.

HEAO-B, the first astrophysical observatory in the X-ray wavelength range, consists of a mirror, a group of focal plane instruments, and a supporting spacecraft structure. The mirror, the most challenging task of the program, was a joint effort by SAO, AS&E, Perkin-Elmer, and NASA. In developing the HEAO-B, the direct cost of optics was minimal, and attempts were made to avoid major expenditures due to poor planning, inadequate instrumentation and delayed starts. Experienced variations in X-ray mirror quality were found to have great technical impact, and uncertainties in the relationship between surface properties and final performance led to a variation in the purchasing practice, involving several of the design parties at once. Management kept NASA informed of the project status, and reported progress to the principal investigator and the scientific community. The observatory has had success due to the emphasis placed on problems of surfaces, properties of materials, and measurement techniques. J.F.

A contractual procedure used by the European Space Agency to limit cost overruns in its research and development programs is outlined. A cost-sharing scheme is applied to cost-reimbursement contracts. Savings over a cost target agreed upon prior to a project are apportioned between the two parties according to a previously established ratio. In the case of overruns, the contractor does not earn profits on excess costs, and only a portion of these are reimbursed. Simplified cost and price structures for three different types of contracts (a fixed-price contract and two costreimbursement contracts with different degrees of risk) are given, and their commercial consequences are discussed. C.K.D.

A81-40898 # A strategy for developing the next generation fighter/attack aircraft engine. D. A. Gissendanner (U.S. Department of Defense, Washington, DC). A/AA, SAE, and ASME, Joint Propulsion Conference, 17th, Colorado Springs, CO, July 27-29, 1981, AIAA Paper 81-1478.7 p.

The paper discusses the process of forming a cohesive team involving the DOD, the Armed Services and the propulsion and airframe contractors to improve the development process of the next generation tactical fighter/attack aircraft engine. Among suggestions to improve the current programs are: starting the engine development schedule before the aircraft schedule, adequately specifying fundamental mission/system/engine requirements, basing engine designs on verified technology, clearly defining engine maintenance and support concepts, and accurately assessing program costs. Emphasized are competitive hardware demonstrations, extensive component/engine verification and validation, and a joint Service management concept. Learning from past difficulties will be a key element in initiating a late 1980's full scale engineering development program. D.L.G.

A81-41794 Aircraft industry dynamics - An analysis of competition, capital, and labor. B. Bluestone, P. Jordan, and M. Sullivan (Boston College, Chestnut Hill, MA). Research sponsored by the U.S. Department of Commerce, U.S. Department of Labor, and U.S. Public Health Service; Contract No. DOC-OER-620-678-14. Boston, MA, Auburn House Publishing Co., 1981. 222 p. 353 refs. $20.

A social, political and economic assessment is given for the U.S. aircraft industry, covering both airframe and engine manufacturers and commercial and military production. Covered are: (1) the marketing, geographical location and production strategies of the industry; (2) the history of the industry's development to 1950, with emphasis on its expansion during World War II; (3) the transformation of the industry during the development of large commercial markets and the military missile market; (4) sales concentrations and competitive trends; (5) capital investment, plant location, and technology development, including the subcontractor network; (6) the aircraft industry labor market; (7) relations with government, both as customer and regulator; and (8) future prospects for the industry. O.C.

A81-42699

A methodology for the evaluation of research

and development projects and associated resource allocation. C. Miller (Colorado, University, Boulder, CO) and A. P. Sage (Virginia, University, Charlottesville, VA). Computers and Electrical Engineering, vol. 8, June 1981, p. 123-152. 38 refs.

This paper develops a methodology for the evaluation of research and development projects and the allocation of resources for the development of large scale technologies. The methodology is directed at the problem of selecting a research portfolio when the number of projects is large enough that enumeration of all the possibilities is impractical. In a series of successive screening stages, the number of candidate portfolios is reduced to a practical number. The initial screening stage is based on projected performance of the technology. Successive stages first screen market penetration by ignoring competition from other projects in the portfolio, and then screen by considering project competition. Thus succeeding stages in the methodology are successively finer but more costly to implement. Project screening techniques, which include elimination by aspects, ranking, and stochastic dominance are applied throughout the methodology to result in a heuristic and effective approach to evaluation, and associated resource allocation, in very large scale systems. (Author)