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Jeffrey R. Davis, MD Director, Space Life Sciences, NASA

50 th Robert H. Goddard Memorial Symposium. Dreams and Possibilities: Planning for the Achievable Human Exploration Strategy – Extend and Sustain Human Activities Across the Solar System March 28, 2012. Jeffrey R. Davis, MD Director, Space Life Sciences, NASA. Strategic Initiatives.

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Jeffrey R. Davis, MD Director, Space Life Sciences, NASA

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  1. 50th Robert H. Goddard Memorial Symposium Dreams and Possibilities: Planning for the AchievableHuman Exploration Strategy – Extend and Sustain Human Activities Across the Solar SystemMarch 28, 2012 Jeffrey R. Davis, MD Director, Space Life Sciences, NASA

  2. Strategic Initiatives • 2007 SLSD Strategic Plan • Mission Statement “To optimize human health and productivity for space exploration“ • Vision Statement "To become the recognized world leader in human health, performance and productivity for space exploration” • Strategic Goals • Manage balanced internal/external portfolio • Drive health innovations • Drive human system integration innovations • Educate and inspire 2

  3. Strategic Initiatives • Summary • Visioning exercise and strategic plan • Alliances benchmark 2008-2010 • HBS collaborative innovation models and collaborative projects 2008-2010 • Open innovation pilot project 2008-2010 • Virtual center for collaboration established 2010: NASA Human Health and Performance center • Pursue collaborative research models 2011 • Develop Strategic Framework for Innovation 2011

  4. Portfolio Definition • Human System risks for space flight (our portfolio of work) • Evidence based risk management system • 65 human system risks • Human System Risk Board formed April 2008 –integrates research and operations—decisions made by one entity • Developed Risk Management Analysis Tool (RMAT) • Captures vertical “standards to deliverables” process • Links risks for common elements • Subject matter experts (risk owners) identify gaps in their research and technology portfolio • Gaps became opportunities for open collaborative solutions

  5. Portfolio Analysis • Portfolio mapping – Dr. Gary Pisano, Harvard Business School (HBS) • “Which Kind of Collaboration is Right for You” – Harvard Business Review, December 2008 • Workshop conducted by Dr. Pisano with NASA – Wyle leadership team July 2009 • Analyzed 12 gaps for collaborative opportunity, those that mapped to open innovation quadrant selected for pilot projects

  6. Portfolio Analysis: Mapping - Models of Collaboration From Gary Pisano, Harvard Business School

  7. Internal innovation – “elite circle” • Internal innovation projects • Procure and adapt – retinal camera example • New development – intravenous fluid from potable water • Modified technology – colorimetric water analysis (formerly a device to evaluate paint color) • Air quality – adapt a commercial device for another purpose

  8. Remote Eye Imaging Discovery of changes in eyes prompted the need for remote eye imaging on ISS as soon as possible Found solution from a Wisconsin Optometrist who had invented a remote camera for an ophthalmoscope for use with his patients on remote islands New scope was flown within weeks and successfully began monitoring changes in the eye. Preflight Postflight

  9. Colorimetric Water Quality Monitoring Kit (CWQMK) CWQMK utilizes Colorimetric Solid Phase Extraction (CSPE) technology to protect crew health by providing the capability to perform in-flight measurements of iodine and silver levels in spacecraft potable water systems • Silver(I) and iodine are biocides in spacecraft drinking water storage and distribution systems • U.S. Water Recovery System uses Iodine • Low iodine levels allow microbial growth • Long term consumption of high I2 levels can cause thyroid dysfunction • ISS Russian segment uses Silver (Ag+) • Long-term consumption of high silver levels can cause Argyria (irreversible blue-gray discoloration of the skin) • Current biocide monitoring approach relies on archive samples which are collected in-flight, stored, then returned to ground and analyzed at JSC. Issues: • Techniques and/or hardware not in-flight deployable • Biocide levels subject to sample degradation during storage and transport Hardware Description • Solution is a simple, compact, hand-held device that reliably and rapidly measures key water quality indicators in-flight • Water sample is passed through membrane cartridge resulting in color change on membrane surface in the presence of silver or iodine • Commercially available Diffuse Reflectance Spectrophotometer (DRS) measures magnitude of color change, which is proportional to the amount of analyte present in sample volume • CSPE water quality monitoring kit was delivered to ISS on STS 128/17A

  10. Exploration Medical Capability IntraVenous fluid GENeration for exploration (IVGEN) Produce USP grade 0.9% normal saline from in situ resources • IV fluid required to respond to medical contingencies • Filter to generate fluid incurs a smaller mass and volume cost than the actual fluid • System based on deionization and sterilizing filters Flight Test: May 4-7, 2010 10

  11. Open Innovation • Open innovation and collaboration– four pilot projects • InnoCentive- posts individual challenges/gaps to their established network of solvers (~300,000) • financial award if the solution is found viable by the posting entity • Yet2.com- acts as an actual technology scout bringing together buyers and sellers of technologies • Option to develop partnerships • TopCoder - open innovation software company with a large network of solvers (~300,000) • variety of skill-based software coding competitions • NASA@work-internal collaboration platform leveraging expertise found across NASA’s 10 centers

  12. INNOCENTIVE

  13. NASA Pavilion on InnoCentive Global Appeal- 2900 solvers 80 Countries

  14. InnoCentive Pilot Results

  15. yet2.com

  16. yet2.com PilotResults

  17. Yet2.com example: Bone Imaging Page 17

  18. NASA@work

  19. TopCoder Experience • Opportunity presented to NASA by Harvard Business School • Research project to compare outcomes of collaborative and competitive teams • NASA provided the problem statement • Optimize algorithm that supports medical kit design • Competition began on 11/04/2009 and lasted approximately 10 days • 2800 solutions were submitted by 480 individuals • Useful algorithm developed and incorporated into NASA model • Team felt this process was more efficient than internal development • Next steps – NASA Tournament Lab with HBS and TopCoder developed to seek many novel optimization algorithms for ISS

  20. What is NASA Tournament Lab? • Operational Virtual Facility developed between NASA, Harvard, and TopCoder • Create novel, high quality working software for algorithmic / computational Challenges • Contribute towards the development of empirically validated science of innovation tournaments • Utilize the principles of distributed innovation to allow participants worldwide to contribute to solving mission challenges by developing innovative computational algorithms. • Two Objectives – 1 2 What is…….. What is……..

  21. NASA Human Health and Performance Center • Membership • 110 members: http://nhhpc.nasa.gov • Seven NASA Centers • International Space Station partners: JAXA, DLR • Government orgs: FAA, GSA, USAF Research Labs, two NIH Centers, FDA, USAID, ONR • Academia: FAA COE (Stanford), MIT, UTMB, Tufts, Clemson • Corporate: Philips, Johnson & Johnson, Procter & Gamble, General Mills, Nike, GE, PepsiCo, InnoCentive, Yet2.com, Cazneau, Pitney Bowes, UnitedHealth Group, Kimberly-Clark • Nonprofits: Mozilla, Southwest Research Institute, The National Center for Human Performance, San Diego Zoo, Draper Lab, Prize4Life • Second Workshop: Connecting Through Collaboration – October 18, 2011

  22. COECI • Form Center of Excellence for Collaborative Innovation November 1, 2011 • Organized to develop prizes for innovation and other collaborative techniques • Located in the Human Exploration and Operations Mission Directorate (HEOMD) – J Crusan, J Davis • Staffed by JSC Space Life Sciences personnel – NASA and Wyle • For all federal agencies; opportunity to expand into public-private partnerships

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