Location

Howard Johnson Plaza-Hotel, Challenger Main Ballroom

Start Date

27-4-1993 2:00 PM

End Date

27-4-1993 5:00 PM

Description

Over the last 15 years, the Space Shuttle Program has evolved from a vision of a cost-effective, reusable space transportation system to the flagship of our manned space endeavors. In parallel, hundreds of analytical, management and administrative systems, processes, and tools were conceived, developed, and implemented to provide the required support for an evolving operational space program. Increased pressure on NASA's limited budget has demanded a reevaluation of 1) the products and services that are really required in today's environment, 2) the cost effectiveness and efficiency of these products and services, and 3) the products and services that will be required over the next 20 years of Space Shuttle operations.

This paper focuses on the experience of a unique NASA/contractor partnership in using a continuous improvement ("ci") approach to assess and change very dramatically the work performed on the Space Shuttle System Integration Contract. From the initial formation of a Cost Effectiveness Enhancement (CEE) Team at Rockwell International Space Systems Division in FY 1991, the NASA/Rockwell partnership successfully reached a 25% - 4 year cost reduction goal in only two years. Continuous improvement techniques do work! The reality of yesterday's and today's way of doing business can be transformed into a more efficient tomorrow with vision, management commitment, and empowerment.

Comments

Today’s Vision (SEI, NLS, AEROSPACE PLANE)

Session Chairman: Steven C. Stadler, USAF, DCS/ Requirements, Headquarters

Session Organizer: Mike Rampino, USAF, Studies & Analysis Officer

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Apr 27th, 2:00 PM Apr 27th, 5:00 PM

Paper Session I-B - Continuous Improvement- Transforming Yesterday's Reality into Tomorrow's Vision

Howard Johnson Plaza-Hotel, Challenger Main Ballroom

Over the last 15 years, the Space Shuttle Program has evolved from a vision of a cost-effective, reusable space transportation system to the flagship of our manned space endeavors. In parallel, hundreds of analytical, management and administrative systems, processes, and tools were conceived, developed, and implemented to provide the required support for an evolving operational space program. Increased pressure on NASA's limited budget has demanded a reevaluation of 1) the products and services that are really required in today's environment, 2) the cost effectiveness and efficiency of these products and services, and 3) the products and services that will be required over the next 20 years of Space Shuttle operations.

This paper focuses on the experience of a unique NASA/contractor partnership in using a continuous improvement ("ci") approach to assess and change very dramatically the work performed on the Space Shuttle System Integration Contract. From the initial formation of a Cost Effectiveness Enhancement (CEE) Team at Rockwell International Space Systems Division in FY 1991, the NASA/Rockwell partnership successfully reached a 25% - 4 year cost reduction goal in only two years. Continuous improvement techniques do work! The reality of yesterday's and today's way of doing business can be transformed into a more efficient tomorrow with vision, management commitment, and empowerment.

 

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