LOCKHEED MARTIN MICHOUD SPACE SYSTEMS

BULLETINMISSION SUCCESS

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June 2, 1999

MSFC, LockheedMartin sign SpaceAct Agreement

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IFA team actions “Go” for flight test

Artist’s rendition of the proposed NASA hybrid sounding rocket.Digital art by Hugh Webb, Graphic Services, Michoud Space Systems

The In-Flight Anomaly (IFA)investigation team has identifiedand is implementing a near-termcorrective action to reduce ThermalProtection System (TPS) foam lossdue to “popcorning” during Shuttlelaunches.

Questions about recurring foamloss from the ET and potentialdamage to the Orbiter promptedthe launch of the intensive IFAinvestigation in December 1997.The team conducted tests atMarshall Space Flight Center toprobe the reactions of TPS to theextreme heat and greatly reducedatmospheric pressure characteristic

of launch environments.The investigators noted a foam

loss phenomenon they dubbed“popcorning” in which smallchunks of foam pop off from thesprayed-on foam coating underextreme conditions. The teamhypothesized that heating producesgases that are trapped in thefoam’s closed cell structure. Withreduced atmospheric pressure, thegases burst through the foam.

To determine if popcorningoccurs in the course of actuallaunches, the group mounted avideo camera on one of the solid

Lockheed Martin Michoud SpaceSystems and NASA Marshall SpaceFlight Center have signed a SpaceAct Agreement to demonstrate ahybrid propulsion sounding rocketsystem.

The project goal is to qualifylarge-scale hybrid propulsion tomeet NASA’s sounding rocket mis-sion requirement. A hybrid propul-sion system consists of an inert,solid fuel grain and a separate oxi-dizer source.

“The hybrid sounding rocket willlower costs, provide safer opera-tions and decrease the environmen-tal impact of repeated flight opera-tions,” said Pam Mitchell, actingdirector of Program and TechnologyDevelopment.

A comprehensive test programthat includes ground motor andpropulsion system tests will soon beconducted at NASA’s Stennis SpaceCenter along with a flight demon-stration at NASA’s Wallops FlightFacility in early 2000.

The hybrid flight vehicle willdemonstrate hybrid combustion andancillary systems based on hybridtechnologies developed by LockheedMartin over the past several years.

Marshall Space Flight Center willprovide overall program manage-ment and coordinate participationat NASA sites. Lockheed Martinwill provide the engineering design,manufacture, assembly and check-out of test articles and the flightvehicle, Mitchell said.

The hybrid vehicle is

Selected Highlights as of June 1, 1999

External Tank Progress Report

100th Flight Tank

STATUS

In High-Bay aisle. Starting Dome foam removal (20 inchesof the lead-in spray area).

In Cell K. Completed acreage primer activities. Preparingfor Dome paper spray for BX-250 application validation.

LO2 Tank

LH2 Tank

In Cell P. Completed external wash and acreage primerspray.

In Building 420. TPS closeouts, Intertank internalshakedowns are in work.

In Final Assembly. GH2 vent tubing and LH2 Cable Trayinstallations under way. PAL Ramp trims, closeouts in work.

In Building 420. Tank is complete and staged for DD250scheduled for 6/1.

LH2 Tank On 5069 Tool. Completed X-ray and dye penetrant inspection.Plan to start mechanical installation 6/1.

ET-108

LH2 Tank On 5019 Tool. Completed H-2 through H-3 welds. Barrel3 loaded. Weld preps in work for H-4, H-5 welds.

On 7023 Tool. All Lugs are tacked. Seal pass activitiesare underway.

LO2 Tank

On 5347 Tool. Dye penetrant inspection continues inwork. One heat repair remains.

LO2 TankET-109

Tank

ET-105

ET-103

HARDWARE

Tank

ET-104

LO2 TankET-106

ET-107

Lockheed Martin has named A.Thomas Young, former presidentand chief operating officer of Mar-tin Marietta, to chair an indepen-dent panel of experts to conduct acomprehensive review of programmanagement, engineering andmanufacturing processes, andquality control procedures at As-tronautics, Missiles & Space andMichoud Space Systems.

The panel will report its findingsto the corporation’s senior manage-ment not later than September 1,1999.

“Although our Mission Successrate as a corporation has been inthe range of 97 percent, it’s alsoclear that recent launch vehiclemissions have not met their objec-tives,” said Pete Teets, LockheedMartin president and chief operat-ing officer. “This is unacceptablein a company that takes the con-cept of performance and quality asseriously as Lockheed Martin does.We and our customers expect Mis-sion Success and we will delivernothing less. The panel of highlyqualified experts led by Tom Youngwill help us identify additionalsteps that Space & Strategic Mis-siles Sector president, TomCorcoran and I can take to im-prove our launch vehicle opera-tions as well as operations on otherSpace Sector programs.”

The independent assessmentpanel is comprised of persons in-side and outside Lockheed Martinwho have a broad range of manu-facturing, engineering, and pro-gram management expertise.

Ric Davis, former President ofMartin Marietta Manned SpaceSystems, was named as a memberof the panel.

New appointments announced

Space & Strategic Missiles SectorPresident Tom Corcoranannounced the appointment of TomMarsh as President of Lockheed

Martin Astronautics. Marsh willsucceed Ray Colladay, who retiredfrom the company.

At the same time Corcoranannounced the appointment of AlSmith as President of LockheedMartin Missiles and Space inSunnyvale, effective June 1. Smithsucceeds Mike Henshaw, who hasbeen appointed President and ChiefOperating Officer of LockheedMartin’s Energy and EnvironmentSector, headquartered in Bethesda,MD.

“The success of the Space &Strategic Missiles Sector depends inlarge part on our ability toeffectively manage and addressnear term issues while maintaininga focus on the future,” said

SECTOR NEWSCorporation announcescomprehensive review of Spaceand Strategic Missiles Sector

Corcoran. “These managementchanges will help provide theleadership and managementexpertise necessary to successfullyaddress our challenges as well aspreserve the commitment toMission Success throughout theSector.”

Marsh most recently wasExecutive Vice President ofEngineering and Technology atMissiles and Space in Sunnyvale.Concurrently, he was President ofSpecial Programs.

Earlier, he served as President ofMichoud Space Systems.

Smith joins the Sunnyvale teamfrom Lockheed Martin AerospaceElectronics Systems, where he wasPresident.

In Cell D. Completed primer touchups. Dome SOFI spray isnext.

LH2 Tank

Editor’s Note: Continuing theMission Success Bulletin’s serieson Safety in this issue is MichoudSpace Systems’ Manager of SafetyStephen Turner.

Workplace safetydemands integrity

• Follow procedures.• If it isn’t safe – stop the

operation. Don’t risk your personalsafety!

• Encourage all employees tohelp design the fix.

• If a tool is unsuited for the job,don’t use it.

• Don’t put work/productionschedule ahead of safety. Yoursafety comes first!

• Elevate problems to the level ofmanagement that can get themfixed correctly, permanently.

Do these sound familiar? Long-time employees have heard suchstatements on many occasions.Even our newest employees get theword right up front while attendingnew hire orientation: responsibilityfor safety lies directly with everyemployee working on our team.

When an accident (injury/illness),incident (flight hardware/propertydamage), or near miss (no injury ordamage, but the potential wasthere) happens at the MichoudAssembly Facility, the SafetyDepartment and the supervisorimmediately investigate to discoverthe root cause of the event.

In 1997 and 1998 more than 95%of all our accidents and incidentswere a result of “human error.”Human error is a category thatsimply means that all safeguardswere in place, but something withinthe control of an individual was notperformed that caused the accidentor incident.

As we each assess the potentialfor hazards in our workassignments, we have to take intoconsideration the full range ofhuman errors — design flaws,stress and fatigue, and improperwork techniques. Common causesfor errors are: failure to followprocedures and/or drawings; unsafeworking position or posture;

improper use of equipment; failureto implement recurrence controls;design oversights; and designrecommendation not implemented.

How often have undesirableevents been attributed to “failed tofollow procedure” in your workenvironment? We have to matchthe way we do business to thepaperwork and follow existingprocedures — as long as they do notjeopardize safe working conditions.

Constantly review these processesto be sure the latest revision isbeing used, and that all proceduresare being followed accurately.Materials, tooling, designs, internalpractices, laws, the way we do orneed to do business are allconstantly evolving.

YOU must take the initiative toimplement changes when necessary.

Don’t violate safety rules.Violating safety rules increases yourrisk of being injured. Why wouldanyone take that chance? Stop theoperation when working conditionsare not safe — this is a test both ofgood sense and personal integrity.

How often have you let down yourguard and taken a chance whilemaking the excuse: “This will onlytake a minute”? Then you stood ona chair, a tool box or other makeshift ladder. Perhaps you usedstairs without handrails to gainaccess to work areas; or used a tool

not designed for the job; or didn’tput on personal protectiveequipment; or left the guards off thetool; or you just rushed to performthe task “to get the job done.” Anyof these actions or omissions couldhave ended in disaster.

We all want to be cooperative, getthe job done and keep on schedule.But we must never give in to usingunsafe work practices.

For those in supervision andmanagement positions, thechallenge is never to communicatethe impression to anyone thatworking in an unsafe manner isrequired or necessary to get the jobdone. On the contrary, supervisorsmust set the example that unsafepractices will not be tolerated.

Employees can help. Identify andreport risks in day-to-dayoperations. Employees can and doprovide critical information onpotential hazards. Work together tocorrect the hazard. Every safetyissue brought to supervision fromemployees must be treatedseriously. When a problem is beyondthe supervisor’s ability to becorrected, the issue must be elevatedto the level of management that isrequired to get the problem resolvedpermanently. Working together we can meet themission, on time, within cost, andalways safely.

Another project milestone in the makingET-103, the Shuttle’s 100th flight tank, nears completion as it is moved onMay 21 from Final Assembly to Building 420 for Test & Check Out.

QualityManualDraft

Policies,Procedures& Practices

InternalAudit

EmployeeInformationTraining

BSI Pre-assessment

ManagementCommitment/EstablishImplementationTeam

ComplianceAudit

Registration

November February April May July July September September

After five months of work, FeltusKennedy, ISO Senior ManagementRepresentative, knows the ISO 9001effort is now heading into a criticalturn in the process. And it won’t belong before the drive to ISOcertification will be barreling downthe home stretch.

The Management LeadershipTeam wants Michoud SpaceSystems to achieve ISO 9001certification by September 30.

“I think we’ve made stridestoward registration since we beganthis January,” Kennedy said.“Certainly more employees areaware of and understand the push,but we’ve got a lot to do in the nextfour months.”

Kennedy is referring to some ofthe major projects on the ISO 9001Road Map (seen below) that aretaking place this summer such aswrapping up the internal audit,conducting employee training andpreparing for the pre-assessment byoutside auditors from BritishStandards Institution (BSI).

“That last one is the dry run inJuly that will get us ready for thefinal assessment in September,”Kennedy said. “That’s what we’re

pointing to.”The team hasn’t neglected

Michoud employees at MarshallSpace Flight Center and KennedySpace Center. This month teammembers visited MSFC and KSC tocheck how those sites operate andto identify the ISO processdiscipline.

The team has also spent a lot oftime polishing Michoud’s Policies,Procedures and Practices so theywill be ISO compliant. Verifyingdocumentation is a huge part of theeffort. Kennedy says the team hasspent hours with internalcustomers reviewing writtenprocedures as they relate to workprocesses.

“If the procedures are writtenwell and we follow those proceduresin our work, then the final step is tokeep good records to prove we’vedone the work that way,” saidKennedy. This is what ISO is allabout – creating a standard andsticking to it so Michoud’s productswill continually be high quality,which the customer likes, he said.

“Completing this will give usconfidence that our third partyassessor, BSI can come in and

confirm our readiness for ISOregistration,” Kennedy said.

Meanwhile, the team wants tomake sure all employees are awareof the ISO 9001 effort. So teammembers will soon kick off an ISOincentive campaign with importantISO information flyers being postedweekly on bulletin boards.

Then departmental leads willrandomly ask employees questionsrelating to ISO information in theflyers. Employees who answercorrectly will receive a modest prizeas a token of the team’s appreciationfor their ISO awareness.

No pressure; this is all rehearsalfor the big show in September, saidMike Schaefer, Team Lead. “We’rejust trying to make it fun withincentives for employees while theylearn about ISO. Actually, some ofthe prizes are pretty nice.

“This summer we plan to provideemployees with ISO information,from banners to training toanswering individual questions,”said Schaefer. “It’s all part ofgetting over the hump and becomingcertified by the end of September.Then, we will face the challenge ofcontinuously improving ourprocesses in preparation for follow-on BSI audits every six months.”

19991998

Michoud Space Systems ISO Registration Roadmap

ISO 9001 gaining momentum

In a return engagement, thepopular cartoon characters Dilbert,Dogbert, Cathy and Wally andothers are featured in this year’sannual Ethics Challenge training.

On May 14, company PresidentDennis Deel kicked off ethicstraining for Michoud Space Systemswhen he introduced seniormanagement to the format andfocus of this year’s training. Insubsequent sessions, these seniormanagers trained their ownpersonnel, and this “cascade”pattern is being repeated until allemployees have the opportunity toparticipate in a training session.

Training for the company is dueto be completed by July 31.

For 1999, the Ethics Challengefocuses on building trust and opencommunication as prerequisites foran ethical work environment.“Trust and communication are thefocus of this year’s program becauseof the importance given to these

values by employees during theCorporation’s recent ethics survey,”said Stuart Stine, Michoud SpaceSystems ethics officer.

This year’s Ethics Challengetakes the form of a team-basedgame. The employee teams aregiven a series of workplacesituations to analyze. The object isto try to determine which three of aset of 12 proven trust building andcommunication techniques ought tobe used to improve communication

and banish fear and mistrust fromeach situation.

Dilbert and crew provide theirown unique perspective on businessethics, balancing the seriousmessage of the ethics training witha touch of humor. The process forcreating the Ethics Challenge beganoriginally with feedback fromemployees that the most useful partof ethics training was the discussionof real world ethical scenarios.

Dilbert and Co.launch EthicsChallenge again

rocket boosters for STS-95 to viewone of the suspected areas of foamloss — the Intertank Thrust Panels— during flight. The launch wentoff as planned on October 29, 1998,and the dramatic video footageshowed that popcorning did occur.

As a result of the data gatheredfrom ground tests and the STS-95launch, the team recommended asolution to the problem — venting.Venting is a technique of drivingholes in the foam in affected areasof the tank to relieve pressure thatbuilds up within the foam. Thismethod has been rigorouslyinvestigated by Michoud SpaceSystems and NASA, and has beencertified for implementation.

Michoud deployed a specializedcrew to KSC to perform themodifications on External Tanks100 and 99, scheduled for upcominglaunches.

Six highly trained and certified

technicians, led by Eugene Sweet,Technical Operations, were given avery short window to carry out thisprocedure. Without impacting theET/Orbiter mate schedule, theteam worked diligently for 12 hoursto complete the task.

Sweet praised the group’sdedication: “The crew wasfantastic. They worked straightthrough without any breaks. Therewere no complaints, not even whenhotel rooms weren’t availablebecause of Spring break.”

Once data from the launch of ET-100 on the STS-96 missionindicates a reduction in Orbiter tiledamage, the IFA team willrecommend implementing ventingon subsequent ETs.

According to Kevin Montelepre,Technical Operations, the benefit ofthe proposed “near term”modification is that the recurringcost is significantly less thanimplementation of a new foam.

Data on the success of theventing technique will be derived

from a review of videotapes fromthe two cameras that weremounted on the solid rocketboosters for the launch of STS-96.

In-Flight AnomalyContinued from front page

environmentally benign, safe totransport by commercial carrier andhas a zero TNT equivalence ratingwhen loaded on the launch rail. Thespin-stabilized vehicle is designed toproduce a sea level thrust in excess of50,000 pounds (222 kN) and to lift a1,200-pound (544 kg) payload to analtitude of greater than 175 miles(281 km). Mitchell said because thehybrid propulsion system is capableof being throttled, trajectories can betailored for numerous atmosphericand exo-atmospheric scientificmissions.

A successful flight demonstrationwill benefit NASA, the Air Force,other government agencies andacademic and scientific customers ofNASA’s sounding rocket program.

Hybrid agreementContinued from front page

MISSION SUCCESSBULLETIN

Volume 18, Number 5June 2, 1999

Editor/Writer: Arthur NeadGraphics, Photography:

Jesse Hardeman,Hugh Webb, Horace Williams

Contributors: Toni McCormick,Steve Turner, Harry Wadsworth

Lockheed MartinMichoud Space Systems

Telephone: (504) 257-1308Mission Success Bulletin is published

by the Public Affairs Department.

®

MILESTONESEmployees celebrating milestone

anniversaries with LockheedMartin in April include:

30 yearsAlan ListemaaGibson Van Alstyne

25 yearsViola BalancierFred BrelandDavid BurasWilliam CochranDarryl DerbignyHoward FacianeDenese LloydKaren SanchezBonnie Strong

20 yearsRose DuvernayNicholas DoleseJack GarrardWilliam Hanrahan

Larry JacksonJeffrey MillerWilliam OponickJames SholtzElmo SmithLinda ThomasNetsy WheelerJacquelyn WhiteJeanetta Wilson

10 yearsDavid BermanConstance BrittEdward HighfieldJanet JonesJoseph Le BeauKennety MaddoxLaurie McGoeyLance SpiersFarooque Sunka

5 yearsDonald BondWilliam DicksonDavid LegnonDarrell LincolnBrent Trosclair

Great IdeasSpecial

Michoud Space Systems isrunning a Great Ideas Specialduring the entire month of June.Each employee will receive an autosun screen for the first Great Ideathey submit during the month.

Great ideas should be submittedon the Great Ideas form (MAF/MMA 30-20-027) directly to yourdepartmental Space FlightAwareness representative. No otherapproval is necessary.

For more information, call DebbiBerkman, 7-1056 or RussellArthur, 7-1054.

MSFC decal check On June 1, 1999, RedstoneArsenal will begin a decal check ofall vehicles entering the Arsenal.All employees are advised to checktheir vehicle decal to make sure itis properly displayed and current. If a new decal is required, it mustbe obtained at Building 4312,between 7:00 a.m. and 4:00 p.m.,weekdays.

Paula HudsonChris JacksonEarl KerneRobin LegauxRobert LyonsDon OffnerLeonard PaigeArnold RansonRory ReeseCalvin MartinMark MyersKenis TobiasVivian TolliverJay Weir

15 yearsCarl BouvierVincent FazzioDonald GandolfoMario Hall

For more information, call (256)544-4758 or 544-2090. Decals must be affixed to thewindow on the lower left cornerdriver’s side. Decals cannot beaffixed to a piece of plexiglass orother object that allows it to beremoved from the vehicle. Contractors must affix the smallpiece containing the year ofexpiration on the side opposite theNASA logo.

To find out the status of workat MAF, call 257-1MAF or 1-800-611-3116; check the EWS; listento WWL-870 radio or WWL-TV;or access the MAF Site Statusweb site at www.mafstatus.com

Michoud Work Status

Questions on ethics?To obtain clarification on ethicalmatters or to report possiblewrongdoing, contact the MichoudSpace Systems ethics officer,Stuart Stine, at 7-3842,or call the Corporate Office ofEthics and Business Conduct,1-800-563-8442.

An employee writes:“I received a telephone call last

evening from an individualidentifying himself as an ATTService technician who wasconducting a test on our telephonelines.

“He stated that to complete thetest I should touch Nine (9), zero(0), the pound sign (#) and thenhang up. Luckily, I was suspiciousand refused. Upon contacting thetelephone company, I was informedthat by pushing 90#, you give therequesting individual full access toyour telephone line, which allows

TECH TIPS them to place long distancetelephone calls billed to your homephone number. I was furtherinformed that this scam has beenoriginating from many of the localjails/prisons.

I have also verified thisinformation with UCB telecomm,Pacific Bell, MCI, Bell Atlantic,GTE and NYNEX. Please beware.Do not press 90# for anyone.

“The GTE Security Departmentrequested that I share thisinformation with everyone I know.If you have mailing lists and/ornewsletters from organizations youare connected with, I encourage youto pass on this information tothem.”