1 payloads 9.8 © karen brown & thomas schmitt web site attachment 4 (material not intended for...

1Payloads 9.8 ©Karen Brown & Thomas Schmitt

Web Site Attachment 4(Material not intended for print in DSJIE but will be available on a web site)

Payloads: Destination MarsIntroduction

Aerospace Industry Manufacturing Seminar

Professors Karen Brown & Thomas Schmitt

Fall 2001


New Product Development Process

Specification Design Prototyping& Testing

PilotProduction

Ramp up/Release

Customer Needs

Idea

TechnologicalPossibilities


Video: A Crisis in Space

{show excerpts from Apollo 13}


Payloads 9.8: Destination Mars

•The Game•Performance criteria include:

•Non-recurring cost•Recurring cost•Development speed•Product performance

•Develop small scale models of landing devices.•Materials for development

•Available surplus: Low cost•All teams receive the same set


Video: Rare Footage of The Surface of Mars

{show excerpts from Angry Red Planet}


Payloads: Program Description

Highlights from Group Instruction Sheet

•NASA has experienced mixed performance.•Successes?•Failures?

•“Better, faster, cheaper”….hmmmm…..•New program: Your firm has decided to compete!•Goal: 2 landing modules for a new Mars program. •Performance is critical:

•Potential for huge profit.•Poor performance could put you under!


A Note on the Payloads:The “Egg Substitute”

Why use eggs?• Saves money for NASA

• Same degree of fragility as actual payloads.

• Final version of equipment still in development.

• NASA does not want to risk destroying valuable technology

using untried designs.


Contract Competitors

1. Planetary Powerhouse

2. NASA’s Best

3. Masters of the Universe

4. Zero Gravity Team

5. Our Favorite Martians

6. Red Planet Champs


Your Firm’s Big Challenge:Knowledge Management

• Although your firm is small, you have grown enough to become functionally stove-piped.

• As a consequence, different people have different information about the various aspects of the program.


Team Member Roles

• Customer (NASA Rep)

• Business Development Representative

• Design Engineer

• Manufacturing Engineer (1 or 2)

• Marketing Representative


Payloads Procedures

1. Receive your group and role assignment.

2. Read your role information carefully.

3. Move to the Design Center when instructed.

A note on roles: Really try to take on the persona and mindset of someone who would actually play this role in an organization.


Payloads will be

dropped outside


The Payloads Crew


Be Careful Where You Land: Martian Lives Are at Stake


Questions?


Appendix:Background Slides


Payloads: Program DescriptionFollowing two major failures related to exploration of the planet Mars, NASA officials have begun to rethink the agency’s development strategy. Their emphasis on “faster, better, cheaper” may have led to the demise of the Mars Climate Orbiter and the Mars Polar Lander. A new program is now in its first phase, and potential contractors are being asked to submit prototypes for Martian landing modules. Your company has decided to participate in the competition. If you succeed, it could mean huge profits for your struggling new enterprise. A high-cost, unsuccessful design could put you under. Yours is one of several teams that will enter the competition to develop two separate landing modules. One module will carry a small robot equipped with a camera to record and transmit information about conditions on the surface of Mars. The other will carry a larger and heavier robot equipped with atmospheric monitoring and chemical processing technologies. NASA officials have made the decision to contract for separate landing devices in order to minimize risk -- if one apparatus fails, the other can still be OK.


Payloads: Program Description

During the competitive phase, potential contractors will create small-scale models of the landing devices, and they all will be tested under the Earth-gravity conditions. Each landing module will be judged on its ability to protect its payload, and on its performance during the drop. NASA is also watching the competing teams to see which one can work quickly and effectively. A more agile team is attractive to NASA because it wants a contractor who can respond rapidly as new ideas and demands are introduced. Although NASA is rethinking its strategy, a culture of cost-cutting still holds firm, and they will require all competitors to use the same surplus materials.

1 payloads 9.8 © karen brown & thomas schmitt web site attachment 4 (material not intended for...

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