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Challenger disaster analysis
Challenger disaster analysis
Challenger disaster analysis
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Space Shuttle Challenger Case Morton-Thiokol Inc. had engineered the space shuttle's solid rocket booster (SRB) based on the Air Force's Titan III design because of its reliability. The SRB's steel case was divided into segments that were joined and sealed by rubber O-rings. Although the Titan's O-rings had occasionally been eroded by hot gases, the erosion was not regarded as significant. A second, redundant O-ring was added to each joint to act as back-up should the primary O-ring failed. As early as 1977, a test of the SRB case showed an unexpected rotation of the joints which decompressed the O-rings making it more difficult for them to seal the joints. In 1980, a review committee concluded that safety was not jeopardized and the joints were classified as Criticality 1R, denoting that joint failure could cause loss of life or shuttle (the 1 in the rating); and that secondary O-rings provided redundancy (the R in the rating). During 1983, the SRBs were modified to use thinner walls, narrower nozzles, and more powerful fuel, which worsened the joint rotation. Tests showed that the rotation could be so large that a secondary O-ring could not seal a joint and provide redundancy. The R rating was consequently removed from the joints' Criticality classification. Nevertheless, many NASA and Thiokol documents produced over the next three years continued to list the Criticality as 1R, and seemed to suggest that neither management thought that a secondary O-ring could really fail to seal a joint. In a flight readiness review of March 1984, NASA's top managers discussed and accepted the idea that some O-ring erosion was 'acceptable' because the rings embodied a safety factor. The incidence of heat damage at the SRB joints was growing -- three of the five 1984 flights showed heat damage, eight of the nine 1985 flights, and the flight on January 12, 1986, just two weeks before Challenger. In spite of these signals, the management of the SRB project at Marshall Space Flight Centre and at Thiokol remained confident that the erosion was 'allowable' and an 'acceptable risk.' The April 1985 flight showed significant damage at one primary O-ring, with a substantial amount of hot gas blowing by this ring, which in turn eroded the secondary O-ring (Bell and Esch 1987). This led Lawrence Mulloy, SRB project manager at Marshall, to place a 'launch constraint' on all subsequent flights, acknowledging that a problem of Criticality 1, 1R, 2, or 2R might occur.
R. M. Boisjoly had over a quarter-century’s experience in the aerospace industry in 1985 when he became involved in an improvement effort on the O-ring which connect segments of Morton Thiokol’s Solid Rocket Booster. This was used to bring the Space Shuttle into orbit (OEC, 2006). Morton Thiokol is an aerospace company that manufactures the solid propellant rocket motors used to launch the Challenger (Skubik). Boisjoly authored a memo to R.L. Lund, Vice President of Engineering and four others, in regards to his concerns about the flawed O-ring erosion problem. His warnings were ignored leading to the deaths of six astronauts and one social studies teacher.
In 2007, Harley Davidson was the world’s most profitable motorcycle company. They had just released great earnings and committed to achieve earnings per share growth of 11-17% for each of the next three years. Their CEO of 37 years, James Ziemer, knew this would be an extremely difficult task seeing Harley’s domestic market share recently top off at just under 50%. The domestic market was where Harley’s achieved the most growth over the past 20 years and with it leveling off, where was Harley going to get the 11-17% was the million dollar question.
"Solid Rocket Boosters." NASA. Ed. Jim Wilson. NASA, 5 Mar. 2006. Web. 11 Apr. 2014.
DuPont has been known for its low reliance on borrowings. In the 1970’s, the company had to assume a substantial portion of debt of Conoco, a newly acquired company. In 1983, the managers have to decide about the future optimal target debt ratio. Should the company continue to keep about 40% of its assets financed via debt or should it strive to lower its borrowings to 25%?
Analysis Introduction This project belongs in the engineering-efficiency category; therefore, it has to fit at least 3 of 4 performance hurdles, which are 1. Impact on EPS; 2.Payback; 3.Discounted cash flow and 4. Internal rate of return. In this article, some of those involved explained and described their opinions; however, professional knowledge may have been lacking.
Arrow Electronics is a distributor of electronic parts, including semiconductors and passive components. It was founded in 1935 and has reached number one position among electronics distributors by 1992. Arrow’s North American operations were headquartered in Melville, N.Y. Sales and marketing functions were divided among five operating groups. This case study focuses on the largest of Arrow’s groups, Arrow/Schweber (A/S).
In its design of the Comet, De Havilland used two nonstandard design techniques that contributed significantly to the aircraft failures. The first was that the company heavily employed Redux metal-to-metal bonding in which a strong, light aluminum alloy was fixed to the frame of the aircraft with a very strong adhesive during the Redux process. The engineers based their decision to use that technique primarily on the fact that the Comet’s initial design had a large weight and that its four Ghost engines, also built by De Havilland, could not support it with their thrust.
1. Diversity should provide greater alternatives and inputs into the decision process, but if diversity is blocked due to organizational infrastructures that do not allow the free flow of information, than the diversity goes unutilized. Johnson & Johnson (J&J) structured its company to insure the positive impact of diversity in regards to decision making through its creation of FrameworkS. Through Frameworks, the executive committee is partnered with a variety of managers from around the organization that concentrate on specific, unprogrammed organizational decisions. FrameworkS matches the problem with appropriate decision making method. In this approach, managers share the problem with others and engage the group in consensus to arrive at a final decision.
CBF has hired you to help determine why they are not able to produce the 1,000 boards per day.
Rodney Rocha is a NASA engineer and co-chair of Debris Assessment Team (DTS). When possibility of wing damage appeared he requested an additional imagery to obtain more information in order to evaluate the damage. This demonstrates that he actually tried to resolve the issue. However, due to absence of clear organizational responsibilities in NASA those images were never received. Since foam issue was there for years and risk for the flights was estimated as low management decided not to proceed with this request. After learning of management decision Rocha wrote an e-mail there he stated that foam damage could carry grave hazard and have to be addressed. At the same time this e-mail was not send to the management team. Organizational culture at NASA could be described as highly bureaucratic with operations under standard procedures only. Low-end employees like Rocha are afraid to bring any safety-related issues to the management due to delay of the mission. They can be punished for bringing “bad news”. This type of relationship makes it impossible for two-way communication between engineers and managers, which are crucial for decision-making in complex env...
In order to successfully launch the Discovery, LRNA had to identify a target market. The influx of Japanese models proved that consumers clearly wanted an SUV. As with any successful product launch, it was imperative for LRNA to identify its target market. The American market was dominated by Jeep and Ford at the time. Land Rover decided that they could deliver a product that would satisfy consumers as well as compete with the market leaders. Analysis of research data revealed that two separate groups of consumers were the most likely to be in the SUV market. The first group is comprised of young, childless adults. Generally affluent and upwardly mobile, they wanted their vehicles to portray a symbol of status and image. This information appears to belie the data found in exhibit 8. For example, when consumers intending to purchase an SUV were surveyed on the most important attributes before buying, they scored status/image among the lowest. These results, however, were considered biased because people are less likely to admit in person that they bought something for the status it provides. The second segment of consumers who were likely to buy an SUV were older, middle-class Americans that valued practicality and utility over image and status. They wanted a vehicle that was dependable and carried a strong road presence. Further market research revealed even more information about the type of consumer that intended to purchase an SUV. For total SUV buyers in 1994, they were married people who had attended college and who averaged about $63,000 dollars per year in annual income. In fact, For Land Rover vehicles specifically, however, the numbers revealed that their customers tended to earn a significantly higher income than the res...
"Press release, 16 January 2002 Issue of the final report into the Concorde accident on 25 July 2000." http://www.bea.aero/. BEA, 16 Jan. 2002. Web. 16 Nov. 2013. .
I used to work on the MV22 Osprey. Since the Osprey is a Vertical Takeoff and Landing (VTOL) aircraft, it could roll taxi or hover taxi to get in place to take off. When taxiing one person would stand out in front and to the right of the aircraft and marshals’ the aircraft out. It is easy when the aircraft is rolling on the ground but when the aircraft is hovering the rotor arch could throw people off balance.
Sealed Air Corporation had set itself apart as the market leader in the 1970’s due to their focus in optimizing profit and supporting technological innovation. They were the first to develop closed-cell, lightweight cushioning material, as well as the first to introduce foam-in-place packaging system, and the first to engineer a complete solar heating system for swimming pools. Sealed Air planned to maintain that positioning into the next decade as their long-term goal. Acting on that goal, Sealed Air trademarked the name AirCap for its closed-cell, lightweight cushioning material and AirCap quickly became its most profitable product. This caused concern for Sealed Air because the unanticipated competition in the US developed
Harley-Davidson has survived through many decades and is an American business icon. Rivals have often successfully imitated motorcycles , but never duplicating them. It is often seen as those who are experiencing a "mid life crisis", are a part of a motorcycle gang, or an investment bankers that are attracted to these particular motorcycles. It is believed that Harley-Davidson is successfully selling the freedom within the American Dream through their motorcycles.