STUDENT 3 - NASA Mars Case Study
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Arizona State University *
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5116
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
docx
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6
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NASA
Mars
Case
Study
NASA
Mars
Case
Study
University
of
the
People
Dr.
Osinubi
March
9,
2021
NASA
Mars
Case
Study
Introduction
Although,
many
have
argued
that
operations
management
may
not
be
crucial
to
success
of
an
operation,
almost
every
case
study
one
looks
at
would
argue
the
opposite.
That
is
no
different
in
the
NASA
1999
mission
we
reviewed
this
week.
This
mission
offer
lots
of
opportunities
for
companies
to
explore
the
failures
of
the
mission
and
determine
what
could
have
been done
better
to
prevent
the
problems
that
occurred.
The
overall
failure
of
the
mission
can
be
attributed
to
many
things,
but
it
seems
that
errors
in
basic
operations
management
technique
were
an
important
factor.
This
case
study
will
show
the
importance
of
proper
operations
management
in
achieving
success.
Description
of
Case
To
give
a
little
background
to
the
case,
NASA
had
set
out
to
circle
and
land
an
aircraft
on
the
planet
of
mars
(NASA,
2020).
The
shuttles
were
planned
to
bring
top
of
the
line
technology
that
would
advance
the
understanding
of
planet
for
scientist
a
crossed
the
world.
The
mission
was
planned
to
advance
the
knowledge
of
Mars
(NASA,
2019).
There
were
and
still
are
many
high
priority
topics
scientist
are
looking
to
study
about
the
planet
due
to
its
similarities
to
earth
(NASA,
2020).
An
in-depth
plan
was
created
to
get
the
spacecraft
to
the
planet
based
off
a
former
operation
(NASA,
2020).
Although
the
plan
originally
seemed
detailed,
it
was
clearly
not
detailed
enough
as
the
plan
did
not
wield
successful
results.
It
was
determined
in
later
studies
that
there
were
numerous
design
flaws
in
the
mission
that
could
have
resulted
in
the
failure
of
the
mission
(Casani,
2000).
The
ultimate
question
is
what
led
to
the
project
having
major
design
NASA
Mars
Case
Study
flaws.
In
the
next
section
we
will
look
further
at
what
might
have
caused
such
severe
design
flaws
in
a
major
project
like
this.
Analysis
At
first
glance,
it
may
appear
the
NASA
project
was
well
backed
but
that
was
hardly
the
case.
This project
was
significantly
underfunded
and
forced
to
work
on
expedited
schedules
that
were
not
anticipated
at
the
project
kickoff
(Casani,
2000).
This
was
a
large
cause
for
the
failure,
but
it
was
not
noted
until after
the
failure
of
the
project.
Project
teams
were
established
after
the
operation
failed
to
figure
out
what went wrong.
At
that
point,
it
was
clearly
far
to
late
to
address
any
of
the
issues
that
were
relevant
during
the
project,
but
the
goal
was
to
understand
and
address
the
issues
for
future
operations.
The
team
assessed
many
failure
modes
and
used
a
DMAIC
method
to
determine
what
went
wrong
with
the
project
(Casani,
2000).
These
methods
they
employed
after
failure
did
little
good
to
help
the
project
and
could
have
been
implemented
much
sooner
to
see
the
issues
before
they
happened.
Major
Issues
There
are
many
issues
that
may
have
been
a
cause
for
the
failure
of
the
project
but there
are
three
that
stand
out
expedited
schedules,
low
cost,
and
lack
of
risk
analysis
(Casani,
2000).
The
project
was
expected
to
deliver
a
similar
product
to
the
last
mission
on
just
about
half
cost
and
a
tighter
scheduler.
Even
with
the
improved
technology
from
the
previous
missions,
this
is
a
huge
stretch
no
matter
the
goal.
On
top
of
that,
the
program
had
limited
staffing
that
was
being
overworked
greatly
(Casani,
2000).
It
was
easy
for
people
to
overlook
simple
mistake
when
they
were
working
sixty
to
eighty-hour
weeks
on
a
regular
basis.
Furthermore,
the
board
of
the
program
was
driven
to
take
more
risky
choices
to
complete
the
program
because
of
the
low
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