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A good process gone bad: setting the stage with the Columbia disaster

A good process gone bad: setting the stage with the Columbia disaster

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In reviewing the operational processes that failed, questions were asked of what was bypassed and why were some of the safeguards and responsibilities neglected or not assigned. Failures often occur due to oversight of a required process. Our interests should be as to whether the oversights were due to the lack of perceived need, or were they just ignored? By making safety an advisory capacity, NASA could still have a safety department, but keep it from interfering with its primary mission, scheduled production and projects with a scheduled space flight. It is not the author's place to question the logic used by each of the leaders within that organisation, or even those within the sub-contracting structure, but we can question the operational leadership and the people leadership functions.

Chapter Contents:

  • 1.1 Effective use of process: the name of the game, this occurs in more than just the space race and the Shuttle Program
  • 1.2 The Columbia Report: a short review
  • 1.3 What do we think went wrong and what can be done about it?
  • Questions for the reader
  • References

Inspec keywords: aerospace safety; occupational safety; scheduling; disasters; human resource management; aerospace accidents

Other keywords: operational processes failure; safeguards; Columbia disaster; safety; people leadership functions; operational leadership; production scheduling; project schedules; NASA; space flights

Subjects: Health and safety aspects; Aerospace industry; Human resource management; Production management

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