This presentation describes how the Ares Projects are learning from the successes and failures of previous launch systems in order to maximize safety and reliability while maintaining fiscal responsibility. The Ares Projects are integrating Safety and Mission Assurance into design activities and embracing independent assessments by Quality experts in thorough reviews of designs and processes. Incorporating Lean thinking into the design process, Ares is also streamlining existing processes and future manufacturing flows which will yield savings during production. Understanding the value of early involvement of Quality experts, the Ares Projects are leading launch vehicle development into the 21st century

Cianciola, Chris

Crane, Kenneth

NASA Technical Reports Server

M.:5 f=C - 14:5 - PREf£tJTATI oJA1
Integrating
Safety and
Mission
Assurance in
Design
Chris Cianciola
Kenneth Crane
https://ntrs.nasa.gov/search.jsp?R=20080018966 2019-08-30T04:34:43+00:00Z
National Aeronautics and Space Administration
Agenda
• Leveraging Lessons Learned
• Integrating Safety and Mission Assurance
(S&MA) into design
• Lean, Kaizen, and Six Sigma Practices in
Design and Development
• Ares I-X
• Ares I
7442.2
National Aeronautics and Space Administration
Leveraging Lessons Learned
• Flying with Launch Abort System I
In-line Configuration
• Improving chances for escape
. .In emergencies
• Reducing ascent debris damage threat
• Using heritage hardware
• Apollo-derived J-2 engine
• Shuttle solid rocket boosters
• Upgrading to new hardware where
appropriate (e.g. avionics)
• Using weight-saving measures from
ET development
7442.3
S&MA Process Changes - Resources
• S&MA organization elevated from "Office" to "Directorate" level
• Civil Servant staffing increased from 102 in 2002 to 156 in 2006
Project resources still negotiated with the programs and projects -
but S&MA given real appeal authority to address shortfalls
• Resources provided for S&MA Technical Authority, Chief S&MA
and others
• S&MA grade structure brought closer to parity with engineering
• New S&MA Vision created and communicated
• S&MA unique discipline expertise
• S&MAs role of being part of the effort to find solutions
• Early S&MA involvement leads to improved quality, safety, and
reliability of the design
• Center Director actively championed the rotation of some of the
Center's best engineers into S&MA
National Aeronautics and Space Administration
7442.4
S&MA Process Changes - Independence
• Agency further transitioning to HQ direct funding for S&MA
managers designated as part of the technical authority
S&MA Technical Authority (TA) currently being defined
and institutionalized
• Will create a healthy balance between S&MA TA, Engineer TA, and
Program/Project Management authority
• S&MA TA will have a seat at every level of management - Level 4
through Level 1
• Will provide S&MA with the authority to assure S&MA requirements
are properly implemented in all programs and projects
National Aeronautics and Space Administration
7442.5
S&MA Process Changes - Discipline Expertise
• All S&MA personnel required to
select an S&MA discipline as the
primary area of expertise
• Professional Development
Roadmaps (PDRMs) created to
identify and list courses, knowledge
and the experience necessary to be
qualified at the various levels of
S&MA discipline development
• Discipline Champions established to
train and mentor S&MA personnel in
their efforts to develop
• Mandatory Discipline working groups
established to provide a forum for
discipline development and
knowledge sharing - run by
Discipline Champions
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• Name is limit to 24 characters for Events and 23 for
Gates
National Aeronautics and Space Administration
7442.6
• Performed Failure Mode Effect
Analysis (FMEA) on design of
Pressurization Control Panel
• Situation: A proposal was made to reduce
the total number of solenoid control valves
that control both the J-2X upper stage
engine's LH2 and L02 prevalves and
recirculation valves to reduce overall cost
and weight while increasing the overall
system reliability
• A formal reliability trade study was
requested to quantify the impact on
reliability compared to the baseline design
• The study team examined 4 alternative
valve designs that were more fault tolerant
• Conclusion: Design alternative 4 was
selected because it provided the highest
overall system reliability
S&MA Value Added - FMEAs
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1'1\Ol~ Solenoid Control Valves
(2,3-Way alves)
National Aeronautics and Space Administration
7442.7
S&MA Value Added -
Integrated System Failure Analysis
Critical Overpressure
Failure envi ro nment
development
Explosion Blast wave
occurs forms
Functional
fault
Fault
developm ent
Initiator
occurs
Treq depends on
LAS thrust capability
Time required for safe overpressure
R onse timeline
Precursor
detected
Escape system CEV generates
activate d escape thrust
Safe distance
achieved
National Aeronautics and Space Administration
7442.8
Integrated System Failure Analysis
Failure Event to Initial Failure Environment
Excessive propellant flow to engine
Combustion chamber pressure increases
I.....f--------------- Decision to abort
Off-n omin al
time USE Uncontained Start Failure
_____-.~I Excessive gas spin flow
-------',,::;~~~n;gjglirKne!irUiup;lttures Iocaly, explodes ~&~fra;gl1T1~e~n~~=~Fault
Initiator
Threat/hazardous
environment
Structural tank failure
Propellant mixes
__-'.1 Explosion occurs
National Aeronautics and Space Administration
7442.9
S&MA Value Added - System Safety
• Recommended move of pressurization line out of the First
Stage cable tray to reduce risk to LSC and avionics
Influenced common bulkhead monitoring
• Influenced valve design for LH2 and L02 pressurization to
maintain fault tolerance
• Opened issue for mitigation of overboard G02 venting
National Aeronautics and Space Administration
7442.10
S&MA Value Added - Up-Front Quality Involvement
• Manufacturing layout
Robotic welding tool procurement/acceptance
• Manufacturing Execution System
• Drawing Review
• Phased array ultrasonic weld inspection
• Workmanship Standards
• Process FMEA for TPS (in work)
• S&MA actively engaged in the process
National Aeronautics and Space Administration
7442.11
S&MA Today
• Receiving respect for technical expertise
• Becoming an organization where NASA's best and brightest
want to work
Bringing unique engineering expertise to the table in
support of programs and projects
• Programs see us as a must-have - not a forced-to-have group -
and programs request S&MA support beginning with program
formulation
• S&MA can help make systems safer and more reliable; early
recognition of vulnerabilities results in fewer re-design efforts
• Actively training and developing its people
• Not only identifying issues, but also helps identify solutions
• Rewarding and acknowledging superior performance
National Aeronautics and Space Administration
7442.12
National Aeronautics and Space Administration
Testing Strategy
• "Test as you fly" strategy
• Ground, flight, and orbital tests
• Ares I-X
• April 2009
• Suborbital flight test
• Combination of operational and
mockup hardware
• Demonstrate ability to control
Ares I vehicle
• Additional Ares tests
• Ares 1-Y: First flight of five-
segment RSRB
• Orion 1: First flight of J-2X
and Orion
• 2015: First crewed flight to
International Space Station
• 2018: First flight of Ares V
7442.13
National Aeronautics and Space Administration
Ares I-X Mission Overview
• Demonstrate the ascent flight
control system
• Characterize and mitigating the roll
torque due to first stage motor
performance for a vehicle
dynamically similar to the
operational vehicle
• Demonstrate nominal first
and upper stage separation
and clearances
• Test the First Stage parachute
recovery system and
separation/entry dynamics
• Validate assembly and processing
flow, as well as launch and
recovery operations
7442.14
• Meetings conducted for each
vehicle element to incorporate
an additional 60 days of
schedule margin
• Events consisted of identifying
the following activities:
• The current state
• The ideal state
• A realistic future/target state
• Assumptions, decisions, and/or
actions to be taken to achieve
the future state
• Meeting outputs
• Assuming 60-day change
could be made, Ares I-X
MMO managing to the earlier
launch date
.,,,""--- ..
Lean Practices Applied to
Ares I-X Schedule
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National Aeronautics and Space Administration
7442.15
Lean Practices in Ares I-X
National Aeronautics and Space Administration
OJ
• Identified management need
for Lean processes:
• Different parts of Ares I-X
organization had conflicting
notions of safety conservatisms
in flight test
• Resolution: Combined all Ares
I-X activities under one Mission
Management Office (MMO)
under the Constellation Program
• Lean activities also reduced
number of review boards by 60%
7442.16
Lean Event Results
• First Stage
• Actions: Changed hardware
delivery schedule, pre-drilled some
hardware for quicker assembly, and
deferred avionics testing until the
hardware reached Kennedy Space
Center (KSC)
• Result: Reduced amount of touch-
labor time by as much as 4 to 30
days, depending on hardware
• Avionics
• Actions: Established hard
deadlines for delayed items;
condensed and reduced number of
check points; verified work on-site at
KSC; and rescheduled delivery of
some components
• Result: Met 60-day goal
• Roll Control System
• Action: Procured support hardware
prior to the element's Critical
Design Review (CDR)
• Result: Met 60-day goal
National Aeronautics and Space Administration
• Upper Stage Simulator I
Command Module I Launch Abort
System Simulators
• The USS and CM/LAS schedules
already supported a 60-day pullback
• Ground Systems I
Ground Operations
• Actions: Streamlined procurement
process with United Space Alliance
(USA) by reducing the legal review
time from 42 to 28 days; reordered
activities on the launch pad, reducing
pad flow from 7.5 days to 5.5 days
• Result: Met 60-day goal
• Systems Engineering & Integration
• Actions: Streamlined (reduced
number of) review cycles for
Integrated Design and Analysis
Development Flight Instrumentation,
and Assembly Integration and Test
• Result: Met 60-day goal
7442.17
National Aeronautics and Space Administration
Lean, Six Sigma, and Kaizen Practices
in the Ares Projects Office
• Leadership commitment
• Ares Projects Office (APO) leaders
visited Boeing to learn about 787's
market share improvement through
lean practices
• APO leaders requested in-house training
for all managers on Lean and Kaizen
7442.1 B
Lean and Kaizen Success Stories
• Lean success stories
• Integrated Safety & Mission Assurance earlier in design process
• Developing and improving manufacturing processes for Ares I Upper Stage
• Improved communications between vehicle element offices
• Trained Contracting Officer's Technical Representatives on value stream mapping
• Kaizen process improvement success stories
• Improved the workforce planning process
• Reduced the length of project integration meetings
• Improved APO's risk management process
• Improved requirements change, trade study, and design review processes
• Kaizen new process development success stories
• Optimizing the ground support equipment flow for handling the Ares I Upper Stage
• Merging the manufacturing flows at the Michoud Assembly Facility
• Resolving differences in welding and manufacturing processes between NASA
and the Upper Stage prime contractor (Boeing)
• Optimizing the cleaning and corrosion protection processes
• Automating task description sheets
National Aeronautics and Space Administration
7442.19
National Aeronautics and Space Administration
Ares Six Sigma Practices
• Ares I Upper Stage Friction Stir Welding Tool
• Uses high rotational speed and frictional heat to
crush, "stir" together, and forge a bond between
two metal alloys
• At the end of the weld, the single-piece pin tool is
retracted and leaves a "keyhole"
• To overcome these drawbacks, a Marshall Center
welding engineer helped design an automatic
retractable pin tool to prevent keyholes
• Manufacturing and assembly team applied Six
Sigma processes to design an experiment to find
the optimum machine settings for ensuring a
nominal weld
• The analysis developed a set of values for
determining the proper settings for welds, as well
as determining the effectiveness of a weld if the
settings are known but off-nominal
• Result: Unprecedented level of accuracy and
minimization of weld stress
7442.20
Ares Team Norms and
S&MA Team Messages
• Treat others with dignity and respectHAW RlN
Once In • ear_ oppoftul\lty~
.,. runnIng .....,.thon. not • apnn' - not In 24n .......gency mode n .,....
..SNCT OUIl FAIlIUD AND OUU.LWS - H.-THY _LANe. "~.N
WOIlK AND FAMILY IS ....NTIAL
INnOlllTY IS .XPllenD
"Looll each oth.r attalght ,n It>e eye•••n the Irulll. lun dladosu""
~_IS.".NTIAL
" 'Our' onsl ed of 'my' 'we' 1/1 eed 01 'I' 'Ua' ,.'her than 'me' ',. aU Important' "
• Make sure your people have the
tools they need to be successful
INT.GltAnON AJIIION4I TM~CTAND WITH MItTN.1l OIlOANlZAnONS (LO.,
.NOIN...INO, S&IIA, ontall c:aNT'aU, PIlOOIlAIIIPIlOJ.CTS) IS ....NT1AL
Com _. commuo"", WIth each ott>«
DonI on_ 110 ....111_
NO IlAUelOUS INTaNT)
eONSTitUCTlW eONFLleT L 1'0~ (CLOSUIl.) AND ONe.
IIA_ DON"T eAIlIlY IT NIlSCMIALLY • IT DID NOT GO YOUIl WAY
• At the end of the day, make
sure that everyone's hard work
is acknowledged
_ WIll. HOLD ue:tt OTH.1l aeeOUNTA
Our ull.....'. comrnotment la. ufe,... bIe,
FAIWIl. IS AeeaPTAtIUI DUIlINO D."..,...NT
We era _'ng 110 Ie e C111cul.led naka 10 further our kno....cIge
"
lIJUILY ID NTIFleATION AND HIOHUOHT OF IOU."
National Aeronautics and Space Administration
7442.21
S&MA in Ares Design - Summary
• Providing more resources to support Ares design work
• Making S&MA more independent for objective assessments
• Improving discipline expertise as well as training and mentoring
opportunities for new employees
• Adding value through Failure Mode Effect Analyses (FMEAs)
• Using the Ares quantitative safety and reliability requirement to
enforce the "Design for reliability and safety" paradigm shift
• Improving system safety by using a functional analysis system
approach to model and understand integrated system failures
similar to the Shuttle foam problem.
• Improving design reliability by using Probabilistic engineering
physics-based modeling
• Evaluating and understating design uncertainty and design
margins using probabilistic engineering techniques
• Getting involved in quality up front using Lean, Six Sigma, and
Kaizen practices
Receiving respect for technical expertise
• Becoming an organization where NASA's best and brightest want
to work
• Bringing unique engineering expertise to the table in support of
programs and projects
National Aeronautics and Space Administration
7442.22
National Aeronautics and Space Administration
Questions?
www.nasa.gov/ares
7442.23


Integrating Safety and Mission Assurance in Design

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