Rewarding, recognizing, and training employees
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NASA total quality management 1989 accomplishments report
NASA and contractor employees achieved many notable improvements in 1989. The highlights of those improvements, described in this seventh annual Accomplishments Report, demonstrate that the people who support NASA's activities are getting more involved in quality and continuous improvement efforts. Their gains solidly support NASA's and this Nation's goal to remain a leader in space exploration and in world-wide market competition, and, when communicated to others through avenues such as this report, foster improvement efforts across government and industry. The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories in this report reflect NASA principles set forth in the 1980's and are more commonly known today as Total Quality Management (TQM): top management leadership and support; strategic planning; focus on the customer; employee training and recognition; employee empowerment and teamwork; measurement and analysis; and quality assurance.
Tai, Betty P.↗
NASA total quality management 1989 accomplishments report
Described here are the accomplishments of NASA as a result of the use of Total Quality Management (TQM). The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories of TQM discussed here are top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.
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The eighth NASA total quality management accomplishments report, 1990
The eighth annual accomplishments report provides numerous examples of quality strategies that have proven effective and efficient in a time when cost reduction is critical. NASA's continuous improvement efforts can provide insight for others to succeed in their own endeavors. The report covers: top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.
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Development of a Pamphlet Targeting Computer Workstation Ergonomics
With the increased use of computers throughout Goddard Space Flight Center, the Industrial Hygiene Office (IHO) has observed a growing trend in the number of health complaints attributed to poor computer workstation setup. A majority of the complaints has centered around musculoskeletal symptoms, including numbness, pain, and tingling in the upper extremities, shoulders, and neck. Eye strain and headaches have also been reported. In some cases, these symptoms can lead to chronic conditions such as repetitive strain injuries (RSI's). In an effort to prevent or minimize the frequency of these symptoms among the GSFC population, the IHO conducts individual ergonomic workstation evaluations and ergonomics training classes upon request. Because of the extensive number of computer workstations at GSFC, and the limited amount of manpower which the Industrial Hygiene staff could reasonably allocate to conduct workstation evaluations and employee training, a pamphlet was developed with a two-fold purpose: (1) to educate the GSFC population about the importance of ergonomically-correct computer workstation setup and the potential effects of a poorly configured workstation; and (2) to enable employees to perform a general assessment of their own workstations and make any necessary modifications for proper setup.
Faraci, Jennifer S.↗
Metric transition
This report describes NASA's metric transition in terms of seven major program elements. Six are technical areas involving research, technology development, and operations; they are managed by specific Program Offices at NASA Headquarters. The final program element, Institutional Management, covers both NASA-wide functional management under control of NASA Headquarters and metric capability development at the individual NASA Field Installations. This area addresses issues common to all NASA program elements, including: Federal, state, and local coordination; standards; private industry initiatives; public-awareness initiatives; and employee training. The concluding section identifies current barriers and impediments to metric transition; NASA has no specific recommendations for consideration by the Congress.
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Development of a Methodology to Conduct Usability Evaluation for Hand Tools that May Reduce the Amount of Small Parts that are Dropped During Installation while Processing Space Flight Hardware
Foreign object debris (FOD) is an important concern while processing space flight hardware. FOD can be defined as "The debris that is left in or around flight hardware, where it could cause damage to that flight hardware," (United Space Alliance, 2000). Just one small screw left unintentionally in the wrong place could delay a launch schedule while it is retrieved, increase the cost of processing, or cause a potentially fatal accident. At this time, there is not a single solution to help reduce the number of dropped parts such as screws, bolts, nuts, and washers during installation. Most of the effort is currently focused on training employees and on capturing the parts once they are dropped. Advances in ergonomics and hand tool design suggest that a solution may be possible, in the form of specialty hand tools, which secure the small parts while they are being handled. To assist in the development of these new advances, a test methodology was developed to conduct a usability evaluation of hand tools, while performing tasks with risk of creating FOD. The methodology also includes hardware in the form of a testing board and the small parts that can be installed onto the board during a test. The usability of new hand tools was determined based on efficiency and the number of dropped parts. To validate the methodology, participants were tested while performing a task that is representative of the type of work that may be done when processing space flight hardware. Test participants installed small parts using their hands and two commercially available tools. The participants were from three groups: (1) students, (2) engineers / managers and (3) technicians. The test was conducted to evaluate the differences in performance when using the three installation methods, as well as the difference in performance of the three participant groups.
Miller, Darcy↗
The Training Process of the Organization Development and Training Office
The Organization Development and Training Office provides training and development opportunities to employees at NASA Glenn Research Center, as a division of the Office of Human Resources and Workforce Planning. Center-wide required trainings, new employee trainings, workshops and career development programs are organized by the OD&TO staff. They also arrange all academic, non-academic, headquarters, fellowship and learning center sponsored courses. They also service organizations wishing to work more effectively by facilitating teambuilding exercises. Equal Opportunity programs and upward mobility programs such as the STEP and GO programs for administrative staff. In working with my mentor I am very involved with Cuyahoga Community College classes, mandatory supervisory training and administrative staff workshops. My largest tasks are in the secretarial training category. The Supporting Organizations And Relationships workshop for administrative personnel, commonly known as SOAR, began last year and continued this summer with follow-up workshops. Months before a workshop or class is brought to Glenn, a need has to be realized. In this case, administrative staff did not feel they had an opportunity to receive relevant training and develop skills through teambuilding, networking and communication. A Statement of work is then created as several companies are contacted about providing the training. After the company best suited to meet the target group s needs is selected, the course is announced with an outline of all pertinent information. A reservation for a facility is made and applications or nominations, depending on the announcement s guidelines, are received from interested employees. Confirmations are sent to participants and final preparations are made but there are still several concluding steps. A training office staff member also assists the facilitator with setting up the facility and introducing the class. After the class, participants evaluations are read and summarized to determine the effectiveness of the class and instructor. In addition to the SOAR workshops, I have several projects and daily tasks to complete. Coding training applications, which require me to be familiar with Glenn s budgetary allocations and policies on training, is an ongoing process. It also requires verifying information reported by an employee via her C-478 form, more commonly known as the training application. I am also the point of contact for the Cuyahoga Community College Advising Sessions held here at NASA Glenn which involves coordinating counselors visits with employees schedules. Two databases had to be created. The first database holds information on administrative staff, and the other tracks supervisors training histories. Through these assignments I gained experience in Microsoft Access 2002 and spreadsheet creation, communicating with co-workers, and successfully facilitating a training to serve specific purposes. With trainings and evaluations to assessment them, the Organization Development and Training Office can assure a quality product and continued customer satisfaction.
Johnson, Melissa S.↗
When and Why Hiring and Training Occur: A Survey of Building Efficiency Contractors
As state and local governments, along with homeowners, work to enhance building energy performance, a sufficiently skilled energy-efficiency workforce is essential for implementing solutions at scale. In recent years, employers in the energy efficiency sector, including building performance contractors, have frequently reported challenges finding qualified workers. Additionally, as building performance technologies evolve and become more sophisticated, current workers need to acquire new skills and practices to maintain high-quality work. This study surveyed 209 contractors involved in building energy performance projects across 37 U.S. states, Washington, D.C., Guam, and the Marshall Islands. The survey aimed to understand their experiences in the labor market, their business practices, and their decision-making processes when hiring new workers and training existing employees. The findings highlight contractors' motivations and considerations in hiring and training, as well as the most significant challenges they face in the labor market. These insights can help workforce development practitioners design training programs that are aligned with workforce needs and responsive to employer concerns.
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
Motivation techniques for supervision
Guide has been published which deals with various aspects of employee motivation. Training methods are designed to improve communication between supervisors and subordinates, to create feeling of achievement and recognition for every employee, and to retain personnel confidence in spite of some negative motivators. End result of training is reduction or prevention of errors.
Gray, N. D.↗
Safety management of a complex R and D ground operating system
A perspective on safety program management was developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated-area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.
Connors, J. F.↗
Safety management of a complex R&D ground operating system
A perspective on safety program management has been developed for a complex R&D operating system, such as the NASA-Lewis Research Center. Using a systems approach, hazardous operations are subjected to third-party reviews by designated area safety committees and are maintained under safety permit controls. To insure personnel alertness, emergency containment forces and employees are trained in dry-run emergency simulation exercises. The keys to real safety effectiveness are top management support and visibility of residual risks.
Connors, J. F.↗
Data Acquisition and Control Systems Laboratory
The Data Acquisition and Control Systems (DACS) Laboratory is a facility at Stennis Space Center that provides an off test-stand capability to develop data-acquisition and control systems for rocket-engine test stands. It is also used to train new employees in state-of-the-art systems, and provides a controlled environment for troubleshooting existing systems, as well as the ability to evaluate the application of new technologies and process improvements. With the SSC propulsion testing schedules, without the DACS Laboratory, it would have been necessary to perform most of the development work on actual test systems, thereby subjecting both the rocket-engine testing and development programs to substantial interference in the form of delays, restrictions on modifications of equipment, and potentially compromising software configuration control. The DACS Laboratory contains a versatile assortment of computer hardware and software, digital and analog electronic control and data-acquisition equipment, and standard electronic bench test equipment and tools. Recently completed Control System development and software verification projects include support to the joint NASA/Air Force Integrated Powerhead Demonstration (IPD) LOX & LH2 PreBurner and Turbopump ground testing programs. In other recent activities, the DACS Laboratory equipment and expertise have supported the off-stand operation of high-pressure control valves to correct valve leak problems prior to installation on the test stand. Future plans include expanding the Laboratory's capabilities to provide cryogenic control valve characterization prior to installation, thereby reducing test stand activation time.
Holland, Randy↗
Group Capability Model
The Group Capability Model (GCM) is a software tool that allows an organization, from first line management to senior executive, to monitor and track the health (capability) of various groups in performing their contractual obligations. GCM calculates a Group Capability Index (GCI) by comparing actual head counts, certifications, and/or skills within a group. The model can also be used to simulate the effects of employee usage, training, and attrition on the GCI. A universal tool and common method was required due to the high risk of losing skills necessary to complete the Space Shuttle Program and meet the needs of the Constellation Program. During this transition from one space vehicle to another, the uncertainty among the critical skilled workforce is high and attrition has the potential to be unmanageable. GCM allows managers to establish requirements for their group in the form of head counts, certification requirements, or skills requirements. GCM then calculates a Group Capability Index (GCI), where a score of 1 indicates that the group is at the appropriate level; anything less than 1 indicates a potential for improvement. This shows the health of a group, both currently and over time. GCM accepts as input head count, certification needs, critical needs, competency needs, and competency critical needs. In addition, team members are categorized by years of experience, percentage of contribution, ex-members and their skills, availability, function, and in-work requirements. Outputs are several reports, including actual vs. required head count, actual vs. required certificates, CGI change over time (by month), and more. The program stores historical data for summary and historical reporting, which is done via an Excel spreadsheet that is color-coded to show health statistics at a glance. GCM has provided the Shuttle Ground Processing team with a quantifiable, repeatable approach to assessing and managing the skills in their organization. They now have a common frame of reference across NASA/contractor lines to communicate and mitigate any critical skills concerns.
Olejarski, Michael↗
Spaceport Command and Control System Software Development
During the course of this internship, software was developed to ensure the efficient management and allocation of an employee to an area of their expertise or experience that may otherwise have gone unnoticed. This directly affects any future missions prescribed to the SLS by allowing management to easily see where employees can be re-allocated to different mission specific projects or assist a project that may be lacking in a specific field. This software is intended to provide proof of NASA's diligence and deliberation in hiring new employees and in providing training and guidance to employees who may have fallen short of expectations. Allowing management to more easily statistically track and monitor the supply and demand of employees with specific experience will help introduce a beneficial culture where employees are given the ability to grow and hone skills which might otherwise atrophy over time. With this new system in place, NASA can prove the employees they hire and already have are exemplary and will remain exemplary to serve the nation as a whole.
Kessluk, Jonathan↗
JDD, Inc. Database
JDD Inc, is a maintenance and custodial contracting company whose mission is to provide their clients in the private and government sectors "quality construction, construction management and cleaning services in the most efficient and cost effective manners, (JDD, Inc. Mission Statement)." This company provides facilities support for Fort Riley in Fo,rt Riley, Kansas and the NASA John H. Glenn Research Center at Lewis Field here in Cleveland, Ohio. JDD, Inc. is owned and operated by James Vaughn, who started as painter at NASA Glenn and has been working here for the past seventeen years. This summer I worked under Devan Anderson, who is the safety manager for JDD Inc. in the Logistics and Technical Information Division at Glenn Research Center The LTID provides all transportation, secretarial, security needs and contract management of these various services for the center. As a safety manager, my mentor provides Occupational Health and Safety Occupation (OSHA) compliance to all JDD, Inc. employees and handles all other issues (Environmental Protection Agency issues, workers compensation, safety and health training) involving to job safety. My summer assignment was not as considered "groundbreaking research" like many other summer interns have done in the past, but it is just as important and beneficial to JDD, Inc. I initially created a database using a Microsoft Excel program to classify and categorize data pertaining to numerous safety training certification courses instructed by our safety manager during the course of the fiscal year. This early portion of the database consisted of only data (training field index, employees who were present at these training courses and who was absent) from the training certification courses. Once I completed this phase of the database, I decided to expand the database and add as many dimensions to it as possible. Throughout the last seven weeks, I have been compiling more data from day to day operations and been adding the information to the database. It now consists of seven different categories of data (carpet cleaning, forms, NASA Event Schedules, training certifications, wall and vent cleaning, work schedules, and miscellaneous) . I also did some field inspecting with the supervisors around the site and was present at all of the training certification courses that have been scheduled since June 2004. My future outlook for the JDD, Inc. database is to have all of company s information from future contract proposals, weekly inventory, to employee timesheets all in this same database.
Miller, David A., Jr.↗
FY 1991 safety program status report
In FY 1991, the NASA Safety Division continued efforts to enhance the quality and productivity of its safety oversight function. Recent initiatives set forth in areas such as training, risk management, safety assurance, operational safety, and safety information systems have matured into viable programs contributing to the safety and success of activities throughout the Agency. Efforts continued to develop a centralized intra-agency safety training program with establishment of the NASA Safety Training Center at the Johnson Space Center (JSC). The objective is to provide quality training for NASA employees and contractors on a broad range of safety-related topics. Courses developed by the Training Center will be presented at various NASA locations to minimize travel and reach the greatest number of people at the least cost. In FY 1991, as part of the ongoing efforts to enhance the total quality of NASA's safety work force, the Safety Training Center initiated development of a Certified Safety Professional review course. This course provides a comprehensive review of the skills and knowledge that well-rounded safety professionals must possess to qualify for professional certification. FY 1992 will see the course presented to NASA and contractor employees at all installations via the NASA Video Teleconference System.
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Chemical Hygiene Program
The Chemical Management Team is responsible for ensuring compliance with the OSHA Laboratory Standard. The program at Lewis Research Center (LeRC) evolved over many years to include training, developing Standard Operating Procedures (SOPS) for each laboratory process, coordinating with other safety and health organizations and teams at the Center, and issuing an SOP binder. The Chemical Hygiene Policy was first established for the Center. The Chemical Hygiene Plan was established and reviewed by technical, laboratory and management for viability and applicability to the Center. A risk assessment was conducted for each laboratory. The laboratories were prioritized by order of risk, higher risk taking priority. A Chemical Management Team staff member interviewed the lead researcher for each laboratory process to gather the information needed to develop the SOP for the process. A binder containing the Chemical Hygiene Plan, the SOP, a map of the laboratory identifying the personal protective equipment and best egress, and glove guides, as well as other guides for safety and health. Each laboratory process has been captured in the form of an SOP. The chemicals used in the procedure have been identified and the information is used to reduce the number of chemicals in the lab. The Chemical Hygiene Plan binder is used as a training tool for new employees. LeRC is in compliance with the OSHA Standard. The program was designed to comply with the OSHA standard. In the process, we have been able to assess the usage of chemicals in the laboratories, as well as reduce or relocate the chemicals being stored in the laboratory. Our researchers are trained on the hazards of the materials they work with and have a better understanding of the hazards of the process and what is needed to prevent any incident. From the SOP process, we have been able to reduce our chemical inventory, determine and implement better hygiene procedures and equipment in the laboratories, and provide specific training to our employees. As a result of this program, we are adding labeling to the laboratories for emergency responders and initiating a certified chemical user program.
Mayor, Antoinette C.↗