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Designing and building the Heavy

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lift Space Launch System is our

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focus and top priority. SLS will

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expand human presence beyond Low

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Earth Orbit and it’s going to

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enable us to do new missions of

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exploration across the solar

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system. This represents to us an

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enormous opportunity for the

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entire NASA industry team and

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we are moving forward in a very

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different manner. Understanding

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the economic pressures that our

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nation is under we set very tight

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budget targets and will live

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within them. Therefore we have

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accepted the reality that we

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must embrace change rather than

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avoid it. We are embracing

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innovation both technically and

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in our management processes in

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order to be successful in these

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constrained budget environments.

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Knowing the fiscal realities

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NASA engaged our booster prime

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contractor ATK to look for ways

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to deliver a much more affordable

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product. They have embraced a

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process called Value Stream

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Mapping. Thus far they have

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identified over 400 candidate

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changes representing millions

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of dollars per flight sets in

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savings. As a matter of fact

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through the use of modern

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techniques and technologies

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we have been able to streamline

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processes and enhance the

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reliability and quality of the

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product. We are making progress

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in driving down costs,

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streamlining processes and

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managing risk by embracing

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innovation and prudent planning.

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Our shared goal is to deliver a

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safe, affordable and sustainable

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launch vehicle. In the next few

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moments we would like to share

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with you some more of the details

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of how we are approaching this

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endeavor.

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When we started the value stream

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mapping initiative, we pulled

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together multiple cross functional

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teams and challenged them with

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very aggressive reduction targets

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that forced them to think

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differently.  We wanted the teams

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to use their experience to do a

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deep-dive and evaluate the

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individual processes end-to-end

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with a fresh prospective. We

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asked them to identify their

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waste in each process and propose

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ideas on how we can produce the

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same great product yet more

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affordably.

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The team started by identifying

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the current condition. No computers

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were used. This was done visually,

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with arrows, post-it notes and

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hand drawn icons on a wall, to

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help in detailing the processes.

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The value stream map process has

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given me the opportunity to share

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my ideas as we’ve gone through

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and put the process up on the wall.

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Everybody’s been able to give their

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input and really show where we can

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make an improvement and it’s really

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exciting to see it move forward.

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As the team worked together over

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several months they discovered

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many opportunities for improvement.

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But it grew into something even

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bigger. A movement started to grow.

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People started to believe that NASA

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and leadership were serious about

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change this time. Employees at every

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level were providing feedback and

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ideas they believed could result

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in significant improvements.

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You could feel a sense of teamwork

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and passion as everybody worked

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together to make a difference,

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that would result in a positive

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change. One example is improvements

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in handling, where we looked at

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product moves on the product floor

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and in between buildings.

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The fewer times we transport a

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segment, the less chance there is

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of something going wrong. The less

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we move it, the less it costs.

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In one area we had to move a

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segment 47 times through

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processing. The team identified

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ways to reduce the number

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of moves to seven.

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Another improvement is optimizing

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inspection plans to use the

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inspection method as best suited

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to specific hardware features.

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With our new Phased-Array

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Ultrasonic system we can inspect

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a nozzle right here on

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the nozzle floor; which will save

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us approximately 80% cycle time.

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In some areas, we’ve identified

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steps in our processes that are no

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longer needed. For example, a Conscan

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inspection to check the surface of

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each case prior to bonding insulation

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to the steel. With the use of new

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insulation materials and ultraviolet

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inspection we determined this

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inspection was not value added.

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The value stream change that we made

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was to illuminate the Conscan process.

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By doing that we reduced the

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cycle time by 85 hours for every motor.

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And per year we eliminate 640 hours of

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maintenance and calibration costs on

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the tooling.

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One of the things we changed was to

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use an improved UT inspection technique.

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Using this technique it’s allowed us

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to cut our processing times in half

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for that same inspection.

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The changes that we are proposing do

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not increase our technical risk.

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If anything they decrease our technical

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risk and allow us to find the defects

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and remove them from the process and

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the design to give a better part and

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a more reliable part; something that

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we are proud to handoff.

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These are just a few of the

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improvements we are making as we

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transform our business and culture.

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We estimate that these improvements

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will reduce the total component

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processing time by 46% compared to

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the Ares and Shuttle program.

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I know we can be more affordable

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without jeopardizing safety or

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reliability. We are committed to

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supporting NASA’s vision of a Space