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NASA NTRS1991

Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.

Raiman, Laura B.↗

NASA NTRS1992

Defining the performance gap: Conducting a self-assessment

This paper presents two different approaches to performing self-assessments of continuous improvement activities. Case Study 1 describes the activities performed by JSC to assess the implementation of continuous improvement efforts at the NASA Center. The JSC approach included surveys administered to randomly selected NASA personnel and personal interviews with NASA and contractor management personnel. Case Study 2 describes the continuous improvement survey performed by the JSC Safety, Reliability, and Quality Assurance (SR&QA) organization. This survey consisted of a short questionnaire (50 questions) administered to all NASA and contractor SR&QA personnel. The questionnaire is based on the eight categories of the President's Award for Quality and Productivity Improvement. It is designed to objectively determine placement on the TQ benchmark and identify a roadmap for improvement.

Braymer, Susan A.↗

NASA NTRS1992

The Eighth Annual NASA/Contractors Conference and 1991 National Symposium on Quality and Productivity: Extending the boundaries of total quality management

The Eighth Annual NASA/Contractors Conference and 1991 National Symposium on Quality and Productivity provided a forum to exchange knowledge and experiences in these areas of continuous improvement. The more than 1,100 attendees from government, industry, academia, community groups, and the international arena had a chance to learn about methods, tools, and strategies for excellence and to discuss continuous improvement strategies, successes, and failures. This event, linked via satellite to concurrent conferences hosted by the NASA Goddard Space Flight Center in Greenbelt, Maryland, and Martin Marietta Astronautics Group in Denver, Colorado, also explored extending the boundaries of Total Quality Management to include partnerships for quality within communities and encouraged examination, evaluation, and change to incorporate the principles of continuous improvement.

Templeton, Geoffrey B.↗

NASA NTRS2017

Evaluating Process Effectiveness to Reduce Risk

It is well documented that government agencies do not have the same incentive as the private sector to focus on process effectiveness and continual improvement of those processes. It is also well documented whenever government agencies fail to deliver efficient, effective, consistent, and fair services to the citizens. In spite of the various "reinventing government" and "effectiveness initiatives" of the past decades, and in spite of the efforts on the part of many agencies to improve, government in general still lags behind industry in creating a culture of effective processes and systems. While the tragic events that unfolded recently in Flint, Michigan, teach us that running government "like a business" does not always take the needs of the citizenry into account, there are many lessons and techniques from the private sector that government agencies can use to improve. The incentive to improve, while mandated by various administrations1, needs to come from within the workforce, in order to effectively take root. The best, most effective incentive is to reduce, control or eliminate risk. Government agencies face some of the same risks as the private sector, while some are unique. While ISO 310002 has been around since 2009, risk has taken on increased visibility within the private sector with the advent of the emphasis on risk-based thinking in ISO 9001:20153. The relationship between risk-based thinking and effective processes is simple and direct. Those processes that are well thought out and standardized (i.e. Plan-Do-Check-Act), will have taken into account the applicable policy, statutory, regulatory, safety, quality and technical parameters, which may not occur to someone performing the process with minimal experience or training; and thus protect the employees, the public and the agency from statutory and regulatory violations; delay in providing services; non-delivery of services; harm to public or employee safety and health; cost overruns; breaches in security; loss of confidence in government; failure of publicly funded projects; damage to the environment; ethics violations, and the list goes on; with local, national and even international consequences. The Plan-Do-Check-Act process, also known as the "process approach" can be used at any time to establish and standardize a process, and it can also be used to check periodically for "process creep" (i.e., informal, unauthorized changes that have occurred over time), any necessary updates and improvements. While ISO 9001 compliance is not mandated for all government agencies, if interpreted correctly, it can be useful in establishing a framework and implementing effective management systems and processes.4 Another method that can be used to evaluate effectiveness is the scorecard definitions in Mallory's Process Management Standard5 as a basis for evaluating work on the process level on effective, and continuously improved and improving processes. With processes on the lower end of the scale, agencies are vulnerable to a great many risks, with employees and managers making up many of the rules as they go, leading to the above listed negative results. Without clear guidance for nominal operations, off-nominal situations can, and do, increase the likelihood of chaos. In an increasingly technical environment, with inter-agency communication and collaboration becoming the norm, agencies need to come to grips with the fact that processes can become rapidly outdated, and that the technical community should take on an increased role in the maturation of the agency's processes. Industry has long known that effective processes are also efficient, and process improvement methods such as Kaizen, Lean, Six Sigma, 5S, and mistake proofing lead to increased productivity, improved quality, and decreased cost. Again, government agencies have different concerns, but inefficiencies and mistakes can have dire and wide reaching consequences for the public that they serve. While no one goes to work planning to cause harm, it is up to agencies to establish upper level systems, which make establishment and compliance with processes possible. Again, Mallory provides us with a Systems Management Standard6, similar to the Process Management Standard, with a scale of 0-5 for systems effectiveness and maturity. Deming determined that "eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individual employees to do better." 7 It is not just the working level employees who need effective processes, but the mid-and upper level managers as well. A disciplined management culture sets the tone for the employees, aids both routine and off-nominal decision-making, and incorporates risk -based thinking into the systems and processes as a matter of normal activity. Figure 1, illustrates the relationship between ineffective and effective processes and risk, through the use of the "stoplight" colors that are commonly used to show serious situations (red), situations which may be improving or deteriorating depending on trends (yellow), and situations that are under control and continuously improved (green).

Shepherd, Christena C.↗

DOE OSTI2024

Advanced Permanent Magnet Generator Topologies Using Multimaterial Shape Optimization and 3D Printing: Preprint

A vast majority of utility-scale wind turbine generators in the United States are dependent on foreign- sourced rare-earth permanent magnets that are vulnerable to supply chain uncertainties. Many small wind original equipment manufacturers are motivated to pursue continuous improvements to the generator design to lower the material and production costs and improve performance by lowering cogging torque and increasing the efficiency. Traditional design and manufacturing offer limited opportunities. In this work, we demonstrate advanced design approaches for a 15-kW baseline wind turbine generator by making use of recent progress in three-dimensional (3D) printing of polymer- bonded magnets and, electrical and structural steel. We explore three methods of magnet parametrization using Bezier curves resulting in symmetric, asymmetric and multimaterial magnet designs. We employ a multiphysics approach combining parametric computer-aided design modeling, finite- element analysis and targeted sampling to identify novel designs with more opportunities for reducing rare-earth material, improving efficiency and minimizing cogging torque. The results show that asymmetric-pole design and multimaterial-pole designs offer a greater opportunity to minimize rare-earth magnet materials by up to 35% with similar performance as the baseline generator, suggesting newer opportunities with design freedom beyond traditional limits of symmetry and as allowed by 3D printing.

Bezier curves↗

NASA NTRS1993

Total quality management: It works for aerospace information services

Today we are in the midst of information and 'total quality' revolutions. At the NASA STI Program's Center for AeroSpace Information (CASI), we are focused on using continuous improvements techniques to enrich today's services and products and to ensure that tomorrow's technology supports the TQM-based improvement of future STI program products and services. The Continuous Improvements Program at CASI is the foundation for Total Quality Management in products and services. The focus is customer-driven; its goal, to identify processes and procedures that can be improved and new technologies that can be integrated with the processes to gain efficiencies, provide effectiveness, and promote customer satisfaction. This Program seeks to establish quality through an iterative defect prevention approach that is based on the incorporation of standards and measurements into the processing cycle. Four projects are described that utilize cross-functional, problem-solving teams for identifying requirements and defining tasks and task standards, management participation, attention to critical processes, and measurable long-term goals. The implementation of these projects provides the customer with measurably improved access to information that is provided through several channels: the NASA STI Database, document requests for microfiche and hardcopy, and the Centralized Help Desk.

Erwin, James↗

NASA NTRS1993

Total quality management - It works for aerospace information services

Erwin, James↗

NASA NTRS2001

Structural Loads Test Measurement Acquisition System (SLTMAS)

This presentation package, a PowerPoint presentation, will be presented at NASA's Sixteenth Annual Continual Improvement and Reinvention Conference as part of an Agency level competition highlighting continual improvements within NASA. The presentation provides a brief overview of the process used to improve the Structural and Dynamics Testing Group's data acquisition capabilities. Results measuring the success of the improvement cycle for the PC based SLTMAS will be presented.

Patterson, Alan↗

NASA NTRS2016

Continuous Calibration Improvement in Solar Reflective Bands: Landsat 5 Through Landsat 8

Launched in February 2013, the Operational Land Imager (OLI) on-board Landsat 8 continues to perform exceedingly well and provides high science quality data globally. Several design enhancements have been made in the OLI instrument relative to prior Landsat instruments: pushbroom imaging which provides substantially improved Signal-to-Noise Ratio (SNR), spectral bandpasses refinement to avoid atmospheric absorption features, 12 bit data resolution to provide a larger dynamic range that limits the saturation level, a set of well-designed onboard calibrators to monitor the stability of the sensor. Some of these changes such as refinements in spectral bandpasses compared to earlier Landsats and well-designed on-board calibrator have a direct impact on the improved radiometric calibration performance of the instrument from both the stability of the response and the ability to track the changes. The on-board calibrator lamps and diffusers indicate that the instrument drift is generally less than 0.1% per year across the bands. The refined bandpasses of the OLI indicate that temporal uncertainty of better than 0.5% is possible when the instrument is trended over vicarious targets such as Pseudo Invariant Calibration Sites (PICS), a level of precision that was never achieved with the earlier Landsat instruments. The stability measurements indicated by on-board calibrators and PICS agree much better compared to the earlier Landsats, which is very encouraging and bodes well for the future Landsat missions too.

Nischal Mishra↗

NASA NTRS1994

A review of 50 years of aerodynamic research with NACA/NASA

Continuous improvements in flight systems have occurred over the past 50 years due, in part, to continuous improvements in aerodynamic research techniques and capabilities. This paper traces that research from the first-hand perspective of the author who, beginning in 1944, has taken part in the NACA/NASA aerodynamic research effort through studies in low-speed wind tunnels, high-speed subsonic tunnels, transonic tunnels, supersonic tunnels, and hypersonic tunnels. New problems were found as systems advanced from low-speed propeller-driven designs to more sophisticated high-speed jet- and rocket-propelled designs. The paper reviews some of these problems and reflects on some of the solutions that have been developed in the course of various aerodynamic research programs in the past. Some of the factors, both technical and nontechnical, that have influenced the aerodynamic design, research, and development of various flight systems will be mentioned.

Spearman, M. Leroy↗

NASA NTRS1992

Ninth Annual NASA/Contractors Conference on Quality and Productivity. World Class Excellence: The Journey Continues. Keynote presentations

This coference provided an excellent forum for the members of the NASA community to share their experience and expertise in an effort to continuously improve the quality of the US space program. The topics covered include the following: NASA's approach to continual improvement; commitment to total quality; total quality at AlliedSignal Aerospace; organizational TQM; recognition of the 1992 Low Trophy Finalists; announcement of the 1992 Low Trophy Recipients; and the changing face of aerospace contracting.

Templeton, Geoffrey B.↗

NASA NTRS1992

Implementation of quality improvement techniques for management and technical processes in the ACRV project

Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization .

Raiman, Laura B.↗

NASA NTRS1994

A proven approach for more effective software development and maintenance

Modern space flight mission operations and associated ground data systems are increasingly dependent upon reliable, quality software. Critical functions such as command load preparation, health and status monitoring, communications link scheduling and conflict resolution, and transparent gateway protocol conversion are routinely performed by software. Given budget constraints and the ever increasing capabilities of processor technology, the next generation of control centers and data systems will be even more dependent upon software across all aspects of performance. A key challenge now is to implement improved engineering, management, and assurance processes for the development and maintenance of that software; processes that cost less, yield higher quality products, and that self-correct for continual improvement evolution. The NASA Goddard Space Flight Center has a unique experience base that can be readily tapped to help solve the software challenge. Over the past eighteen years, the Software Engineering Laboratory within the code 500 Flight Dynamics Division has evolved a software development and maintenance methodology that accommodates the unique characteristics of an organization while optimizing and continually improving the organization's software capabilities. This methodology relies upon measurement, analysis, and feedback much analogous to that of control loop systems. It is an approach with a time-tested track record proven through repeated applications across a broad range of operational software development and maintenance projects. This paper describes the software improvement methodology employed by the Software Engineering Laboratory, and how it has been exploited within the Flight Dynamics Division with GSFC Code 500. Examples of specific improvement in the software itself and its processes are presented to illustrate the effectiveness of the methodology. Finally, the initial findings are given when this methodology was applied across the mission operations and ground data systems software domains throughout Code 500.

Pajerski, Rose↗

NASA NTRS1992

NASA Johnson Space Center: Total quality partnership

The development of and benefits realized from a joint NASA, support contractor continuous improvement process at the Johnson Space Center (JSC) is traced. The joint effort described is the Safety, Reliability, and Quality Assurance Directorate relationship with its three support contractors which began in early 1990. The Continuous Improvement effort started in early 1990 with an initiative to document and simplify numerous engineering change evaluation processes. This effort quickly grew in scope and intensity to include process improvement teams, improvement methodologies, awareness, and training. By early 1991, the support contractor had teams in place and functioning, program goals established and a cultural change effort underway. In mid-l991 it became apparent that a major redirection was needed to counter a growing sense of frustration and dissatisfaction from teams and managers. Sources of frustration were isolated to insufficient joint participation on teams, and to a poorly defined vision. Over the next year, the effort was transformed to a truly joint process. The presentation covers the steps taken to define vision, values, goals, and priorities and to form a joint Steering Committee and joint process improvement teams. The most recent assessment against the President's award criteria is presented as a summary of progress. Small, but important improvement results have already demonstrated the value of the joint effort.

Harlan, Charlie↗

NASA NTRS2011

Reusable Solid Rocket Motor - Accomplishments, Lessons, and a Culture of Success

The Reusable Solid Rocket Motor represents the largest solid rocket motor ever flown and the only human rated solid motor. Each Reusable Solid Rocket Motor (RSRM) provides approximately 3-million lb of thrust to lift the integrated Space Shuttle vehicle from the launch pad. The motors burn out approximately 2 minutes later, separate from the vehicle and are recovered and refurbished. The size of the motor and the need for high reliability were challenges. Thrust shaping, via shaping of the propellant grain, was needed to limit structural loads during ascent. The motor design evolved through several block upgrades to increase performance and to increase safety and reliability. A major redesign occurred after STS-51L with the Redesigned Solid Rocket Motor. Significant improvements in the joint sealing systems were added. Design improvements continued throughout the Program via block changes with a number of innovations including development of low temperature o-ring materials and incorporation of a unique carbon fiber rope thermal barrier material. Recovery of the motors and post flight inspection improved understanding of hardware performance, and led to key design improvements. Because of the multidecade program duration material obsolescence was addressed, and requalification of materials and vendors was sometimes needed. Thermal protection systems and ablatives were used to protect the motor cases and nozzle structures. Significant understanding of design and manufacturing features of the ablatives was developed during the program resulting in optimization of design features and processing parameters. The project advanced technology in eliminating ozone-depleting materials in manufacturing processes and the development of an asbestos-free case insulation. Manufacturing processes for the large motor components were unique and safety in the manufacturing environment was a special concern. Transportation and handling approaches were also needed for the large hardware segments. The reusable solid rocket motor achieved significant reliability via process control, ground test programs, and postflight assessment. Process control is mandatory for a solid rocket motor as an acceptance test of the delivered product is not feasible. Process control included process failure modes and effects analysis, statistical process control, witness panels, and process product integrity audits. Material controls and inspections were maintained throughout the sub tier vendors. Material fingerprinting was employed to assess any drift in delivered material properties. The RSRM maintained both full scale and sub-scale test articles. These enabled continuous improvement of design and evaluation of process control and material behavior. Additionally RSRM reliability was achieved through attention to detail in post flight assessment to observe any shift in performance. The postflight analysis and inspections provided invaluable reliability data as it enables observation of actual flight performance, most of which would not be available if the motors were not recovered. These unique challenges, features of the reusable solid rocket motor, materials and manufacturing issues, and design improvements will be discussed in the paper.

Moore, Dennis R.↗

NASA NTRS2010

Using SCOR as a Supply Chain Management Framework for Government Agency Contract Requirements

This paper will present a model that uses the Supply-Chain Operations Reference (SCOR) model as a foundation for a framework to illustrate the information needed throughout a product lifecycle to support a healthy supply chain management function and the subsequent contract requirements to enable it. It will also show where in the supply chain the information must be extracted. The ongoing case study used to exemplify the model is NASA's (National Aeronautics and Space Administration) Ares I program for human spaceflight. Effective supply chain management and contract requirements are ongoing opportunities for continuous improvement within government agencies, specifically development of systems for human spaceflight operations. Multiple reports from the Government Accountability Office (GAO) reinforce this importance. The SCOR model is a framework for describing a supply chain with process building blocks and business activities. It provides a set of metrics for measuring supply chain performance and best practices for continuously improving. This paper expands the application of the SCOR to also provide the framework for defining information needed from different levels of the supply chain and at different phases of the lifecycle. These needs can be incorporated into contracts to enable more effective supply chain management. Depending on the phase of the lifecycle, effective supply chain management will require involvement from different levels of the organization and different levels of the supply chain.

Paxton, Joseph↗

NASA NTRS1992

Spacecraft COst REduction Team (SCORE): TQM/CI on a massive scale

The business of building satellites and space systems has matured. Few missions require, or can afford, excellent performance at any price. The new paradigm is doing more with less, providing quality systems at lower cost--in other words, doing our job 'Faster-Better-Cheaper.' The TRW Spacecraft COst REduction (SCORE) initiative was launched in 1990 by Daniel S. Goldin, then general manager of TRW's Space & Technology Group. The SCORE mission is to apply continuous improvement (CI) techniques to effect major reductions in the cost (our primary goal) and span time (as a corollary) required for the production of spacecraft. SCORE is a multi-year initiative that is having a profound effect on both the procedural and the cultural aspects of how we do business. The objectives of this initiative are being realized. The focus of this paper is not on the results of SCORE per se, but rather on the things we have leaned about how to do continuous improvement on a massive scale, with multilevel (hierarchical) CI teams. The following sections summarize the chronology of the SCORE initiative, from team formation to development of the year-end report for 1991. Lessons learned, the core of this presentation, are discussed--with particular focus on the unique aspects of SCORE. The SCORE initiative is continuing and, as a part of our evolving culture, will never end. It has resulted in profound insights into the way we do work and (the topic at hand) how to do CI for large and complex multidisciplinary development activities.

Bullard, Jerry D.↗

NASA NTRS1992

Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

Kinlaw, Dennis C.↗