Houston students develop underwater robot with energy-efficient buoyancy control

new tech

The project was part of a year-long senior design capstone by six students, known as Team Bay-Max, in Rice's Oshman Engineering Design Kitchen. Photo by Jeff Fitlow/Rice University

A team of Rice University engineering students has developed a new way for underwater robots to move around, save power and work more efficiently and quietly.

The robot uses reversible hydrogen fuel cell-based buoyancy control devices that convert water into hydrogen and oxygen (and the reverse) using electricity. Traditional underwater robots use thrusters or large pumps and propellers to change and hold depth, which can be heavy, have higher costs and use more energy. The use of reversible hydrogen fuel cells with balloons, allows the new robot to smoothly adjust its depth with less energy usage, according to a statement from Rice.

The project was part of a year-long senior design capstone by six students, known as Team Bay-Max, in Rice's Oshman Engineering Design Kitchen.

The students—Andrew Bare, Spencer Darwall, Noah Elzner, Rafe Neathery, Ethan Peck and Dan Zislis— won second place in the Willy Revolution Award for Outstanding Innovation at the Huff OEDK Engineering Design Showcase held at the Ion last month.

“Having spent a year on it now and putting so much time into it, getting to see the result of all that work come together is really rewarding,” Peck said in the statement.

“With a project like this, integration was critical,” Zislis added. “Another takeaway for me is the importance of determining a clear scope for any given project. With this robot, we could have focused on a lot of different things. For instance, we could have worked on improving fuel cell efficiency or making a robotic arm. Instead, we chose to keep these other elements simple so as not to divert focus away from the main part, which is the buoyancy control device. This kind of decision-making process is not just part of good engineering, but it’s relevant with everything in life.”

Elzner, for instance, focused on the dashboard that the robot feeds information to as it collects data from different sensors. It displays core system information, real-time graphs of the robot’s location and a simulation of its relative orientation, according to the statement.

Darwall, took a " deep dive into control theory and learn(ed) new software" to incorporate the video game joystick that allows the robot to combine manual control with an automatic stabilizing algorithm.

The proof-of-concept robot has potential applications in environmental monitoring, oceanographic research, and military and industrial tasks, according to Rice.

The team based the project on an academic paper by Houston researchers that showed that fuel cell-enabled depth control could reduce autonomous underwater vehicles’ energy consumption by as much as 85 percent.

It was authored by Rice professor Fathi Ghorbel and members of the University of Houston's Zheng Chen lab.

“This collaborative research aims to develop tetherless continuum soft engines that utilize reversible proton exchange membrane fuel cells and water electrolyzers to drive volume-mass transformation," Ghorbel said in a statement. "Through this design project, the BayMax team proved the efficacy of this technology in AUV interaction with the physical world.”

Ghorbel, Rice mechanical engineering lecturer David Trevas, and Professor in the Practice, Electrical and Computer and Engineering Gary Woods mentored the team.

Last month Rice also held its 24th annual Rice Business Plan Competition, doling out more than $1.5 million in investment and cash prizes to the top teams. Click here to see what student-led startups took home awards.
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The gift sets up a scholarship, an endowed chair, and a lecture series. Photo via UH.edu

University of Houston receives $6.5M to go toward supporting equity, social justice, and more

funding moves

A recent gift to the University of Houston will provide support to a couple colleges on campus, including an endowed chair, a scholarship, and a lecture series.

Thomas Michael Panos Family Estate donated $4.5 million — and was matched with an additional $2 million by the University's new "$100 Million Challenge" Aspire Fund. It's the first matched gift of the new fund. The gift includes $2 million to create the Panos Family Endowed Chair in Mechanical Engineering, $2 million to establish a scholarship endowment beginning in 2022 to support need- and merit-based scholarships for full-time undergraduate or graduate students across UH, and $500,000 to support "The Panos Family Endowed Lecture in Equity and Social Justice" in the College of Liberal Arts and Social Sciences.

"We are incredibly grateful for the generosity of the Thomas Michael Panos Family Estate. This significant gift will not only help fuel academic success through innovation and discovery, but will support our ability to recruit renowned faculty and expand thought leadership," says Paula Myrick Short, UH senior vice president for academic affairs and provost, in the release. "The additional support for an equity and social justice lecture series is an especially timely and important part of our efforts to increase visibility around these issues."

Thomas Michael Panos emigrated to Houston from Greece and only had a sixth-grade education. His sons — Mike and Gus Panos — both earned college degrees in engineering.

"They were the kind of people who would help anybody," says Scott Harbers, who lived next door to the Panos family decades ago in what is now Midtown Houston, in the release. "As a family of immigrants, I know they would appreciate the diversity of the student body at the University of Houston. They had a tremendous interest in education and equal rights. I'm hopeful that this gift will help advance the lives of students who need help to complete their studies."

The $100 Million Challenge initiative was established in fall of 2019 thanks to an anonymous $50 million donation to the school, and the campaign is set on inspiring another $50 million in support of four areas that will address issues with major societal impact: sustainable energy and energy security, resilient infrastructure and smart cities, population health, and global engagement. Donors who commit $2 million to go toward an endowed chair will have their gifts matched through the program.

"The '$100 Million Challenge' is a transformational initiative to propel our academic enterprise to unprecedented levels of distinction, and this first matching gift launches us," says Eloise Brice, vice president for university advancement, in the release. "The work and research being done at UH, and accelerated through the Challenge, will have a tremendous impact on the quality of life for all Houstonians."

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Texas university's new flight academy opens at Houston Spaceport

cleared for takeoff

The vehicles may not have “student driver” stickers on them, but Texas Southern University has moved a dozen planes into its new training facility at the Houston Spaceport, opening the way for student flyers to use the facility.

TSU previously reached a deal with Houston Airports and the City of Houston in 2023 to house its prospective Flight Academy at Ellington Field. At the time, TSU had a small fleet of nine planes for student use, but a $5.5 million investment from the city greatly expanded the space available.

The Flight Academy includes a 20,000-square-foot hangar that serves as a TSU satellite campus. The school now has a fleet of 12 Cirrus SR20 aircraft that were acquired last year through state and alumni funding. An additional 4,500 square feet is used as classroom and office space. An 8,000-gallon fuel tank will support flight training operations.

TSU first launched its Aviation Science Management program in 1986 and added a professional pilot program in 2016. The school is now part of the United Airlines pipeline program and has also forged relationships with Delta and Southwest.

“I want to commend Texas Southern University and Houston Airports for their leadership and partnership in advancing aviation education right here in our city,” Houston City Councilwoman Dr. Carolyn Evans-Shabazz in a press release.

“It connects our students to high-paying, high-demand careers in aviation and aerospace. This is how we grow a city in the right way—by investing in workforce development, aligning education with industry and making sure our residents are prepared to lead in the industries of tomorrow. Houston is already a global leader in aerospace and projects like this strengthen that position even further, especially here at Ellington, where innovation and opportunity continue to take flight.”

The City of Houston signed an agreement to continue funding the academy for five years.

Amazon launches ultrafast, 30-minute delivery service across Houston

Amazon Now

More than 20 years after it redefined fast shipping, Amazon is preparing to raise the bar on consumer expectations again by offering to fulfill customers' most urgent product needs in Houston and other parts of the world in a half-hour or less for an extra fee.

The company, which revolutionized online shopping in 2005 with two-day deliveries for Prime members, is rapidly opening small order-processing hubs in dozens of U.S. and foreign cities to cater to shoppers who can't or don't want to wait for cough medicine to relieve flu symptoms or tomatoes for tonight's dinner salad.

The ultrafast service, called Amazon Now, first launched in India last June. Amazon says 30-minute deliveries now are also available in urban areas of the United States, Brazil, Mexico, Japan, the United Arab Emirates, the United Kingdom.

The mini-warehouses devoted to Amazon Now are about the size of a CVS drugstore. They stock about 3,500 products for expedited delivery, including beer, diapers, pet food, meat, nonprescription medications, playing cards and cellphone charging cables.

“We know that customers love speed and always have,” Beryl Tomay, Amazon’s head of transportation, told The Associated Press on Monday. “What we see customers doing, when we offer faster speeds, are they purchase more from Amazon. And Amazon becomes more top of mind for that or other types of items as well.”

In the U.S., the company first tested Amazon Now in Seattle, the home of its headquarters, and in Philadelphia. Most residents of the Dallas-Fort Worth area and Atlanta now have access as well. The service is also live in Dallas-Fort Worth, Denver, Minneapolis, Phoenix, Oklahoma City, Orlando, and dozens of other cities, Amazon said, with New York City and others expected by year-end.

The service charges for Amazon Now start at $3.99 for Prime members, who pay an annual fee of $139, and $13.99 for non-members. A $1.99 small basket fee applies to orders under $15, Amazon said.

The company's bet on a need for speed also comes as some consumers are rebelling against rushed deliveries as they weigh the potential impact on the environment and the workers tasked with preparing orders at a rapid rate.

Amazon’s approach
A relentless focus on speed helped Amazon build a logistics and e-commerce empire. After it made two days the new delivery time normal, Amazon moved into one-day and same-day deliveries for its Prime members. This spring, the company began making 90,000 products available in one hour or three hours at an extra cost.

The scaled down and sped up microhubs that are designed to handle 30-minute orders represent another step in Amazon's pursuit.

Only a handful of people prepare orders from aisles of shelves in the 5,000- to 10,000-square-foot facilities, unlike the sprawling fulfillment centers storing millions of items where Amazon employs a mix of human workers and robotics to pick and pack orders.

Amazon tailors the product inventory to each location and uses artificial intelligence and other technology to analyze what customers buy, as well as when and how often. The most popular U.S. purchases so far include soap, toothpaste, mouthwash, toilet plungers, bananas, limes and wireless earbuds, Amazon said.

The competition
Amazon’s attempt to up the instant gratification ante provides direct competition to on-demand food delivery platforms like Instacart, Uber Eats, DoorDash and Grubhub, which don't have the scale of the e-commerce titan, according to independent retail analyst Bruce Winder.

“What Amazon brings is their prowess in supply chain,” Winder said.

These smaller companies said they don't see Amazon as a threat, though, citing the hundreds of thousands of items they are able to deliver to users' doorsteps by partnering with various merchants and restaurants.

“DoorDash has a mission to empower grocers and retailers and augment their existing footprint, not to replace them,” DoorDash spokesperson Ali Musa said in an emailed statement. “We win only when they win, which is how we can offer over half a million grocery and retail items in under an hour across the country.”

Amazon also is in a race with Walmart to become the retailer that reliably gets orders to online shoppers in under an hour.

For an additional $10 on top of standard delivery charges, shoppers can place Walmart Express Delivery orders from among more than 100,000 products that are guaranteed to arrive in an hour. Many customers, however, are receiving the items under 30 minutes, Walmart CEO John Furner told analysts in February.

Domino's cautionary tale
Companies have promised deliveries in 30 minutes or less before, but the landscape also is littered with failed attempts to break the speed barrier.

The COVID-19 pandemic produced a flurry of companies that promised 10- to 15-minute grocery deliveries from microwarehouses in dense neighborhoods, according to Sucharita Kodali, an analyst at market research firm Forrester Research.

But soaring operating costs, low customer loyalty and the drying up of investor money ultimately caused most to fail before the pandemic was over, analysts said.

Domino’s in 1984 pushed a guarantee that customers would receive their pizzas for free if they weren't delivered in under a half-hour. The company amended the “30 minutes or it’s free” policy after two years, providing only a $3 discount for late deliveries.

The promotion helped Domino’s win market share, but it ended up tarnishing the company's reputation. It dropped the guarantee in December 1993 after a string of crashes and lawsuits involving drivers racing to meet the deadline.

Brad Jashinsky, a retail analyst at information technology research and consulting firm Gartner, said he thinks Amazon should take the pizza chain's experience as a cautionary tale.

“You get in trouble when you start overpromising something like that,” he said.

Amazon won't be making any time guarantees and instead plans to keep customers who chose the 30-minute delivery option updated on the progress of their orders, Tomay said.

“There's no rushing either in our building workers or the gig workers,” she said.

Taking it slow
Kodali thinks Amazon will need a lot of people placing orders around the same time from the same or adjacent apartment buildings for the 30-minute service to be cost-effective.

Consumers may appreciate rapid receipt of products like toilet paper and batteries, but retailers and logistics experts said they also see some online shoppers, especially members of Generation Z, choosing no-rush shipping for products they don't need in a hurry.

Amazon for several years has invited customers to skip one- or two-day delivery and to receive their orders on the same day in as few parcels as possible. Consolidating orders into fewer packages by electing to have them delivered at the same time cuts down on boxes, shipping envelopes and fuel use, analysts said.

“The millennials who came to age in an era that was on fast delivery came to expect it de facto, whereas ... Gen Z is more accepting of a slower speed than previous generations before them,” said Darby Meegan, a general manager at Flexport, a supply chain and logistics company that fulfills orders for thousands of online merchants.

Still, Amazon executives have cited positive early results for Amazon Now in India, where they said Prime members tripled their requests for 30-minute deliveries once they started using the service.

Amazon Now also is attracting more repeat American customers, Tomay said.

“It’s in early days and time will tell,” she said. “I think that it will be interesting to see how it evolves.”

Houston company partners on AI-powered medical support for space missions

AI in space

Houston-based Aexa Aerospace has partnered with SpacePort Australia (SPA) to build medical AI solutions for space crews.

Known as The Hamilton Project, the collaboration aims to complete the training and refinement of a “deductive medical AI model” designed to aid and treat astronauts and space travellers. With limited to no real-time access to doctors on Earth during space missions, the project's goal is to create an AI model that would serve as a medical resource.

“‘The Hamilton Project’ is a sophisticated AI model, integrating academic and clinical knowledge in a unique way,” Aexa founder and CEO Feranando De La Peña Llaca said in a news release. “It is paving the way for future autonomous attending.”

The project is named after NASA flight surgeon Dr. Douglas Hamilton, who participated in 50 missions.

SPA, an independent research organization, will bring its practical medical knowledge and clinical experience to The Hamilton Project, which builds on Australia’s rural and remote medical training programs. SPA founder Dr. Gabrielle Caswell brings 20 years of remote medicine experience that SPA believes will help address the issues that could be encountered in space.

“Rural general practitioners in Australia practice ‘pre-cradle to grave’ medicine, including areas considered sub-specialities in most western countries: OBYN, paediatrics, trauma management, anaesthetics, general surgery, mental health and geriatrics,” Caswell added in the release. “This broad clinical skill set encompasses all stages and phases of human life. And importantly practitioners are also trained in the management of severe trauma. "It is anticipated that doctors and medical staff will become embedded into missions, and all these skills will be required over time, to create successful space economic zones.”

Aexa Aerospace’s previous work includes developing holographic medical devices that have been trialled on the International Space Station. Read more here.

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