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Case study challenger and columbia disasters
Case study challenger and columbia disasters
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Columbia disaster
The Columbia Disaster is one of the most tragic events in space shuttle history. In 2003, space shuttle Columbia broke up as it returned to Earth, killing the seven astronauts. This essay will explain the major causes of Columbia disaster which include technical issue and management issue, and illustrate how pressure impacts engineers work in NASA.
Technical issue of Columbia disaster
The Space Shuttle Columbia disaster occurred when the orbiter disintegrated following the foam shedding, caused by the technical issue which included inadequate understanding of foam properties as well as faulty design of the orbiter inadequate understanding of foam properties the properties of foam have not been fully understanding since its
Management issue in the space shuttle Columbia disaster
Management issue is one of the major causes of the space shuttle Columbia disaster in 2003. Inadequate risk assessment and pressure account for implementation of the launch despite there are potential risks, resulting the disinfection of obiter.
Inadequate risk assessment the inadequate risk assessment which include normalisation of deviance is one of the management issue causing the Columbia disaster. In the case of Columbia disaster, foam shedding had observed for many time in the previous flight, but it did not consider as a safety issue because orbiter came back safely ( ). It was a potential risk of orbiter that foam shedding occurred during the launch even though it was a common phenomenon. But the engineers in NASA did not pay high attention to the potential risk. Also, extra assessment to test and analyse the property of foam did not apply. Then, engineers did not have inefficient evidences and concluded that foam shedding is acceptable based on strong belief and previous
This pressure was further exacerbated in the case of Columbia by the actions of NASA administrator. As shown in figure 1 this selection of data appears to show a dramatic budget decline is evident in the early 1960s. the challenger disaster happened in 1986 and the Columbia disaster happened in 2003. The NASA budget continuous decline before the two disaster and the rate of budget decline in the case of Columbia is bigger than Challenger. Budget decline exited for a long time. Engineers were under budget pressure to execute command, especially the engineers who worked in Columbia project face more severe budget
NASA has faced many tragedies during their time; but one can question if two of the tragedies were preventable by changing some critical decisions made by the organization. The investigation board looking at the decisions made for the space shuttle tragedies of the Columbia and Challenger noted that the “loss resulted as much from organizational as from technical failures” (Bolman & Deal, 2008, p. 191). The two space shuttle tragedies were about twenty years apart, they both had technical failures but politics also played a factor in to these two tragedies.
Political pressure: Due to the limited funding and political pressure, NASA had to make many
In the mid-1980’s, the shuttle space program was the focus of the political media since it had failed to deliver on its exp...
The Challenger disaster of 1986 was a shock felt around the country. During liftoff, the shuttle exploded, creating a fireball in the sky. The seven astronauts on board were killed and the shuttle was obliterated. Immediately after the catastrophe, blame was spread to various people who were in charge of creating the shuttle and the parts of the shuttle itself. The Presidential Commission was decisive in blaming the disaster on a faulty O-ring, used to connect the pieces of the craft. On the other hand, Harry Collins and Trevor Pinch, in The Golem at Large, believe that blame cannot be isolated to any person or reason of failure. The authors prove that there are too many factors to decide concretely as to why the Challenger exploded. Collins and Pinch do believe that it was the organizational culture of NASA and Morton Thiokol that allowed the disaster. While NASA and Thiokol were deciding whether to launch, there was not a concrete reason to postpone the mission.
It’s very hard to say what steps, if any, could have been taken to prevent the Space Shuttle Columbia disaster from occurring. When mankind continues to “push the envelope” in the interest of bettering humanity, there will always be risks. In the manned spaceflight business, we have always had to live with trade-offs. All programs do not carry equal risk nor do they offer the same benefits. The acceptable risk for a given program or operation should be worth the potential benefits to be gained. The goal should be a management system that puts safety first, but not safety at any price. As of Sept 7th, 2003, NASA has ordered extensive factory inspections of wing panels between flights that could add as much as three months to the time it takes to prepare a space shuttle orbiter for launch. NASA does all it can to safely bring its astronauts back to earth, but as stated earlier, risks are expected.
Pete, an astronaut on the shuttle Atlantis, is speaking via satellite radio to NASA’s executive director, Dan Truman. Pete is completing maintenance on a satellite when it is struck by several small meteorites. Atlantis, Pete, and the Satellite are all destroyed by the meteorites. As Truman gives
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...
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.
Safety in the ethics and industry of aerospace technology is of prime importance for preventing tragic malfunctions and crashes. Opposed to automobiles for example, if an airplane breaks down while in mid-flight, it has nowhere to go but down. And sadly it will often go down “hard” and with a high probability of killing people. The Engineering Code of Ethics states first and foremost that, “Engineers shall hold paramount the safety, health and welfare of the public.” In the aerospace industry, this as well holds very true, both in manufacturing and in air safety itself. Airline safety has recently become a much-debated topic, although arguments over air safety and travel have been going ...
It was on January 28, 1986 at 11:38 A.M. that the shuttle Challenger, NASA flight 51-L, the twenty-fifth shuttle flight, took off. It was the "Teacher in Space" mission. At lift-off, the temperature at ground level was 36° Fahrenheit, which was 15° Fahrenheit cooler than any previous launch by NASA. It was the Challenger's tenth flight. Take-off had been delayed several times. Finally the shuttle had taken off. The shuttle had climbed high in the sky thirty-five seconds after take-off, and it was getting hit by strong winds. The on board computers were making continuous adjustments so the shuttle would stay on course. About eight miles in the air, about seventy-two seconds after take-off, people watched in fear and horror as the shuttle was engulfed by a huge fire ball. All the crew members were killed instantly.
This tragic accident was preventable by not only the flight crew, but maintenance and air traffic control personnel as well. On December 29, 1972, ninety-nine of the one hundred and seventy-six people onboard lost their lives needlessly. As is the case with most accidents, this one was certainly preventable. This accident is unique because of the different people that could have prevented it from happening. The NTSB determined that “the probable cause of this accident was the failure of the flightcrew.” This is true; the flight crew did fail, however, others share the responsibility for this accident. Equally responsible where maintenance personnel, an Air Traffic Controllers, the system, and a twenty cent light bulb. What continues is a discussion on, what happened, why it happened, what to do about it and what was done about it.
Inspection between each flight besides avoiding accidents, it also helps engineers to understand what problems that would be aroused by operation environment. Pre-flight inspection of Aloha 243 was only carried out before the first flight each day which is inadequate. Besides, all inspection records at each inspection should be kept; it records all the status of the parts and help engineers to understand how the aircraft structures would be affected after each operation.
The primary cause is of airplane accidents does at some stage contain an element of a person being unable to discharge his duties correctly and in an accurate manner. More than 53% accidents are the result of ignorance or faults by the pilot during flight. Other staff is responsible for about 8% accidents. The most obvious errors by pilot are made during the take off or landing on the runway. Additionally errors can occur during the maintenance of the airplane outside the plane, whereby a lack of thorough inspection and oversight can lead to complication during mid-flight. Fueling and loading of the plane also sometimes create problems (Shapiro, 2001).
...fault with NASA’s top-down design and testing methods, “was designed and put together all at once with relatively little detailed preliminary study of the material and components. Then when troubles are found…, it is more expensive and difficult to discover the causes and make changes.…[A] simple fix…may be impossible to implement without a redesign of the entire engine.” The outcome of this simple issue as we all are aware could have saved billions on the project if time for safety was taken. Instead of the top down approach wouldn’t the outcome been a significantly less expense if we used a bottom-up approach. When we think of safety is there a reason to worry about price with the thoughts of the Challenger incident in mind. Safety has always been a part of the working community not only in aviation but throughout all industry. Aviation being the background of
With any accident investigation one of the main focuses is to determine the cause and factors involved in the accident. Determining the cause of the accident would consist of finding out why the accident happened (NTSB, 2010). This can include any mechanical failures to environmental issue or even human error can be a serious cause to an aircraft accidents. All facts, conditions, and circumstances are taken into account when determining the probably cause in an investigation (NTSB, 2010).