Forging the Forge: Executing a Renewed Initiative in Concept Engineering at NASA JSC

Molly Bannon, W. O'Neill, Michael A. Interbartolo, Jacquelyne Black
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引用次数: 1

Abstract

Have you ever brought up an idea to your group, organization or company, just to have someone respond “We've tried that before and it didn't work”? Or “We looked into that years ago and rejected it”? As if the further back someone had generated the original idea, the worse it was? Popular culture views the past as disposable, and that we must look forward to the future for innovation and big ideas. But the past is valuable. As Dr. John Lennox, a professor at Oxford University, writes, “New things are old things happening to new people.” Teams at NASA Johnson Space Center (JSC) started exploring ways to implement our vision statement of “Dare Unite Ex-plore”, a vision acknowledging the need to continually evolve to meet the demands of the future. Through brainstorming and benchmarking other NASA Centers, the authors proposed an”Innovation Team” to meet the vision to work with greater speed and agility, communicate effectively between organizations, improve innovation and increase workforce flexibility. However, when the idea was proposed, it was met with some skepticism given an analogous effort in a prior decade or two. This paper describes how the authors overcame these challenges to implement a collaborative, concurrent engineering framework tailored to JSC's needs. Our process to drive cultural change, the steps taken, and challenges encountered are discussed, including the aspects that were considered given JSC's operation-focused, Program-driven landscape. Modeled after rapid concept development teams like NASA Jet Propulsion Laboratory's Innovation Foundry and NASA Glenn Research Center's Compass team, NASA JSC is laying the foundation of an innovation team called “The Forge”. This team is as much about getting employees tempered in the ways of innovative thinking as it is about refining design studies and hammering out proposals. The first two pilots of the teaming framework are described with initial results presented in terms of employee engagement and fostering innovation. We also describe the planned future work and next steps to continue to push the initiative forward. Building upon JSC's long heritage in human spaceflight programs and operations, we are forging a renewed emphasis to Dare to expand frontiers, Unite with our partners and Explore space to benefit humanity.
锻造锻造:在NASA JSC执行概念工程的新倡议
你是否曾经向你的团队、组织或公司提出过一个想法,结果有人回答说:“我们以前试过,但没有成功”?或者“我们几年前就研究过了,但拒绝了”?好像越早有人提出最初的想法,它就越糟糕?流行文化认为过去是可以抛弃的,我们必须期待未来的创新和伟大的想法。但过去是有价值的。正如牛津大学教授约翰·伦诺克斯博士所写:“新事物是发生在新人身上的旧事物。”NASA约翰逊航天中心(JSC)的团队开始探索如何实现我们的愿景声明“勇敢联合探索”,这一愿景承认需要不断发展以满足未来的需求。通过头脑风暴和对其他NASA中心进行基准测试,作者提出了一个“创新团队”,以满足更快、更敏捷地工作、组织之间有效沟通、改进创新和增加劳动力灵活性的愿景。然而,当这个想法被提出时,它遭到了一些怀疑,因为在过去的十年或二十年中有类似的努力。本文描述了作者如何克服这些挑战来实现一个为JSC的需求量身定制的协作的、并发的工程框架。讨论了我们推动文化变革的过程、采取的步骤和遇到的挑战,包括考虑到JSC以运营为中心、项目驱动的景观的各个方面。效仿美国宇航局喷气推进实验室的创新铸造厂和美国宇航局格伦研究中心的指南针团队等快速概念开发团队,美国宇航局JSC正在为一个名为“锻造”的创新团队奠定基础。这个团队既要锤炼员工的创新思维方式,也要完善设计研究和提出建议。描述了团队框架的前两个试点,并在员工敬业度和促进创新方面提出了初步结果。我们还描述了计划中的未来工作和继续推进该倡议的下一步措施。基于JSC在载人航天计划和运营方面的悠久传统,我们正在打造一个新的重点,即敢于扩大边界,与我们的合作伙伴联合起来,探索太空,造福人类。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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