tostartofthelifetime test,theLTAwassubjected tovibration andthermal cyclingtests.Thiswasto ensurethattheLTAalsoexperienced the"destructive effects" ofqualification testing. ACT'sLTAwas testedto500000cyclesandTT'sto1.5millioncycles. Thetestswereaccelerated bydrivingat30rpm. Testsweresuccessful. Thetestprogram fortheEMincluded thefollowing: massproperties (weight, COG),magnetic cleanliness, frictiontorqueandmotortorquemeasurements, thermal cyclingtestsinnitrogen andvacuum (including functional testsofthemotor,electronics, bearings, encoder, andlaunchlock),run-inandburn-ininvacuum, andvibration tests.Alltestswereperformed atVTTAutomation's facilities, exceptthemagnetic field measurements thatwereperformed atFinnish Meteorological Institute's magnetics measurement facility. Havingmachine shop,cleanrooms andenvironmental testingfacilities hasbeenagreatbenefit. Having peopleandfacilities thatareneeded forthesuccessful outcome nearbycompensates forthefactthatthe customers andauthorities arethousands ofmilesawaythatmakesdialogue slower. Chanaes AtypicalVTTAutomation's spacemechanism projectteamhas2-6members. Suchprojects cannot affordtohaveafull-time product assurance manager nordoestheprojectmanager havemuch timefor configuration control. However, bothgoodPAandfullycovering configuration controlareworththeeffort. TheFinnish Markvs.USdollarexchange ratefluctuated duringtheprojectinafashion thatengineers who negotiated thedealhadnotconsidered. Thisisoneoftheeconomics ofscaleeffects: largeorganizations haveinfrastructure fordoingmanynon-engineering tasksandinsmallonestheprojectmanager (whoalso isthesystems engineer) isresponsible foramultitude ofthings. Currently theEurovs.USdollarexchange rateseemstoslidedowninafashion thatmayindicate troubleaheadforthosewhohaveinternational contracts. InthelatterpartofACTand-rrprojects inthemid-90's, VTTunderwent amajorrestructuring. Itdidnot affecttheengineering staff,butdidchange theorganizational structure oftheSpaceTechnology Group.The projectmanager leftVTTAutomation tobecome manager ofmuchlargergroupatNokiaCorporation that hasrecruited afairdealofallFinnishspacetechnology engineers. TheSpaceTechnology Groupwastoo largecompared totheothergroups. Itwassplitinto"Electronics andOptics" groupanda"Structures, Mechanisms andThermal Design" group.Thismeantalsomoving peoplefromoneplacetoanother. The physical distance fromthemechanical engineers totheelectronics engineers grewfrom20mto1000m, whichpartlyhinders theintegrated product teamapproach. Also,thegovernment research facilitystarted toimplement modern qualityandmanagement policies incontinuous learning manner. Acurrentreading [14]gaveinsight: organizational change doesnotonlyincrease creativity butcanalsohavenegative effects. ForthewholeFinnish spaceindustry, similarrestructuring allovertheworldhasbeenworse: more than25%ofthe20satellite missions thathavecarriedFinnish-made hardware havebeenlostinlaunch failures orin-flight mishaps! MPRA VTTAutomation isfinishing itsstudyforESAontheMultiPurpose Rotating Actuator (MPRA) (Figure 5).In thisproject, theACTandTTactuator concept isdeveloped tobeeasiertotailorfordifferent payloads. Even inbuilding onflightheritage, thecustomer, theinstrument development team,andthesatellite development teamhaveideasandconcerns thatbecome newrequirements thatcausedesignchanges. Thisissueis notonlyamassgrowthissue,butalsomoreofacustomer satisfaction issue.Structure andmechanism playasecondary roleinspacescience instruments exceptinthemechanical designofthedetectors. ThusthebasicdesignshouldbeflexibleandthatwassoughtafterinMPRAproject[20]. Thesolidaluminum Marman clampisreplaced byalightersteelbandMarman clamptobemoreflexiblefor different sizesofpayloads. Amajorpartoftheredesign concerns thecontrolelectronics andisnotdealt withhere. 259