Space Shuttle ProgramCode MANASA Johnson Space CenterHouston, Texas 77058281/483-0902http://spaceflight.nasa.gov/shuttle

Painting courtesy of ATK Thiokol Propulsion, Mark Waki artist. All rights reserved.

NP-2002-11-024-JSC
The future depends on what we do in the present.

Since joining NASA this past May as the new Deputy Associate

Administrator for InternationalSpace Station and SpaceShuttle, I continue to beimpressed with the dedicationand performance of the NASAHuman Spaceflight team. The

Space Shuttle Program has experienced another greatyear as the signature element of the nation’s IntegratedSpace Transportation Plan, and I am pleased to recognizethis important contribution. The men and women of thissuperb team continue an outstanding tradition of safeand effective human spaceflight, and your seniorleadership applauds this achievement. Thanks to yourefforts, the science-driven International Space Stationremains on track toward the Administrator’s vision ofInternational Core Complete. Congratulations on anothergreat year!

Michael C. KostelnikDeputy Associate Administrator for International Space Station and Space Shuttle Program

The future depends on what we do in the present.

Mahatma Gandhi Mahatma Gandhi

Message From the P

Mi

Space Shuttle Program Goal

Space Shuttle Program Sen

Space Shuttle Program O

Civil Service Workforce and 

Space Shuttle Prog

Space Shuttle Progra

Space Shuttle Program 

Resour

Space Shuttle 

Industrial Engin

Mis

Space Shuttle Progra

Sys

Customer and 

Space Shuttle Veh

Extrave

Mi

Space Sh

Sh

Reusable So

Space Shu

Solid 

Shuttle Ou

C
MESSAGE FROM THE MANAGER

America’s best gets better

Artist’s rendering of booster separationat approximately T+2 minutes.

2

Painting courtesy of ATK Thiokol Propulsion, Mark Waki artist. All rights reserved.
Our mission is to 

the Internationain technology, a

O

SPACE SHUTTLE PROGRAM

Mission Statement

4

Painting courtesy of ATK Thiokol Propulsion, Mark Waki artist. All rights reserved.
GOALSOBJECTI

Fly SafelyMeet the ManifesImprove SupportaImprove the SysteSafety is the foundation of thuman spaceflight must capISS and research customers accommodate customer reqReliance upon the space shproactively and aggressively Improving safety and reducinreliability, process robustnesemphasis and priority.Maintain the safetand maintain criticImprove the safety Reduce the cost oAchieve and maint■ Maintain adequate kno■ Provide reliable facility ■ Establish program-wide 

through aggressive util

■ Identify and resolve ob■ Decrease risk of catast

loss of crew during lau

■ Reduce accepted risk c■ Provide industrial engin

ground systems

■ Reinvent processes to ■ Maximize utilization of 

unnecessary facilities

Painting courtesy of ATK Thiokol Propulsion,Mark Waki artist. All rights reserved.
International 

Space S

Deputy Asso

Human Exploration 

Associat

Space Shuttle

Administrative Office

Sp

M

Integ

Manager, Space Shuttle Program Manager, Launch Integration (KSCManager, Program Integration

Missions Operations

Directorate

Flight C

D

Solid R

(S

Space Shuttle

Processing (KSC)

Sp

Systems 

Linda J. HamManagerProgram Integration (JSC)

James D. HalsellManagerLaunch Integration (KSC)

Alex A. McCoolManagerMSFC Projects (MSFC)

Lee NorbratenManager, Space ShuttleDevelopment (JSC)

Ralph R. RoeManagerVehicle Engineering (JSC)

Lambert D. AustinManagerSystems Integration (JSC)

Michele A. BrekkeManager, Customer andFlight Integration (JSC)

James B. CostelloManagerBusiness Office (JSC)

William J. HarrisManager, Safety andMission Assurance (JSC)

Joyce RozewskiManagerLogistics (KSC)

Steve HawleyDirectorFlight Crew Operations (JSC)

Jon C. HarpoldDirectorMission Operations (JSC)

David A. KingDirectorShuttle Processing (KSC)

Allen FlyntManagerExtravehicular Activity (JSC)

Joan BakerTechnical Assistant to the SSP Manager (JSC)

David A. HamiltonChairmanChief Engineers Council (JSC)

George D. HopsonManager, Space Shuttle Main Engine (MSFC)

Michael U. RudolphiManager, Reusable SolidRocket Motor (MSFC)

Jerry W. SmelserManagerExternal Tank (MSFC)

Ronald D. DittemoreManagerSpace Shuttle Program (JSC)

SENIOR MANAGEMENT

Space Shuttle Program Council

8

Alex A. McCoolActing ManagerSolid Rocket Booster (MSFC)
q Canoga Park, CA

Space Shuttle Main Engines

Boeing – Rocketdyne Propulsion 

w Edwards AFB, CA

Alternate Landing Site

e Brigham City, UT

Reusable Solid Rocket MotorATK Thiokol Propulsion

r White Sands Test Facility

White Sands, NM

t Johnson Space Center

Space Shuttle Program OfficeUnited Space AllianceBoeing NASA SystemsHouston, TX

y Michoud Assembly Facility

External TankLockheed MartinNew Orleans, LA

e

q w

Shuttle Program suppliers

SPACE SHUTTLE PROGRAM

Civil Service Workforce & Major Contracts

0 100 200 300 400 500 600 700 800

GSFC

DFRC

HQ

SSC

MSFC

KSC

JSC

$0 $250 $500 $750 $1000 $1250 $1500 $1750 $2000

EVA

SSME

ET

RSRM

SFOC

Civil Service Workforce by CenterFiscal Year 2002 Contract Values (Millions)

334

12

10

4

2

$306.9Lockheed Martin 

$260.0Boeing Rocketdyne 

$35.3Hamilton-Sundstrand 

657

716

$1,682.7United Space Alliance

$387.7ATK Thiokol 

Total Civil Service Employees1,735

10
Orbiter

ET

Lockheed Martin

New Orleans, LA

• Fabrication• Assembly• Checkout

RSRM

Thiokol

Propulsion

Brigham City, UT

• Case Preparation Insulation and Lining• Propellant Mixing and Casting• Nozzle Manufacturing• Ignition System Fabrication• Final Assembly

Thiokol Propulsion

Clearfield, UT

• Postflight Inspection• Refurbishment• Metal Parts Preparation

SRB

• Refurbishment, Manufacture and Assembly

– Aft Skirt

– Forward Skirt

– Frustum

– Nose Cap

• Postflight Operations

– SRB Retrieval– SRB Disassembly Operations

SSME

Canoga Park, CA.

• Fabrication• Assembly• Checkout

• Test• Green Run• Screen Run

United Space Alliance

KSC, FL

Boeing – Rocketdyne

Orbiter/SCA

Tow to MDD

Lands from Previo

OR

Stennis

Space Center

Stennis Space Ctr, MS

– Parachutes– Thrust Vector Control– Control Avionics & Range Safety

Orbiter/SCA 

from 

SPACE SHUTTLE PROHardware F

Building, flying, and refurbi

Having the major elementteamwork and communic

“flows” from the many locations for another mission.

110 TOTAL FLIGHTS85 SINCE RETURN TO FLIGHT BEFORE 51-L (FLIGHT 25)Shuttle Flights To Date

Challenger

OV-099

10 Flights

FLT.

NO.

25221917131110

876

STS

NO.

51-L

61-A

51-F

51-B

41-G

41-C

41-B

876

LAUNCH LANDING

DATE DATE

01/28/8610/30/85 11/06/8507/29/85 08/06/8504/29/85 05/06/8510/05/84 10/13/8404/06/84 04/13/8402/03/84 02/11/8408/30/83 09/05/8306/18/83 06/24/8304/04/83 04/09/83

FLT.

NO.

108

9590888583807875726361585551484138333024

954321

STS

NO.

109

93908794838078757365625855525040353228

61-C

41-A

54321

LAUNCH LANDING

DATE DATE

03/01/02 03/12/0207/23/99 07/27/9904/17/98 05/03/9811/19/97 12/05/9707/01/97 07/17/9704/04/97 04/08/9711/19/96 12/07/9606/20/96 07/07/9602/22/96 03/09/9610/20/95 11/05/9507/08/94 07/23/9403/04/94 03/18/9410/18/93 11/01/9304/26/93 05/06/9310/22/92 11/01/9206/25/92 07/09/9206/05/91 06/14/9112/02/90 12/10/9001/09/90 01/20/9008/08/89 08/13/8901/12/86 01/18/8611/28/83 12/08/8311/11/82 11/16/8206/27/82 07/04/8203/22/82 03/30/8211/12/81 11/14/8104/12/81 04/14/81

Discovery

OV-103

30 Flights

FLT.

NO.

106103100

969492918682706764605754524543403635322826201816151412

STS

NO.

105102

92

103

9695918582706364605156534248394131332926

51-I

51-G

51-D

51-C

51-A

41-D

LAUNCH LANDING

DATE DATE

08/01/01 08/22/0103/08/01 03/21/0110/11/00 10/24/0012/19/99 12/27/9905/27/99 06/06/9910/29/98 11/07/9806/02/98 06/12/9808/07/97 08/19/9702/11/97 02/21/9707/13/95 07/22/9502/03/95 02/11/9509/09/94 09/20/9402/03/94 02/11/9409/12/93 09/22/9304/08/93 04/17/9312/02/92 12/09/9201/22/92 01/30/9209/12/91 09/18/9104/28/91 05/06/9110/06/90 10/10/9004/24/90 04/29/9011/22/89 11/27/8903/13/89 03/18/8909/29/88 10/03/8808/27/85 09/03/8506/17/85 06/24/8504/12/85 04/19/8501/24/85 01/27/8511/07/84 11/15/8408/30/84 09/04/84

Atlantis

OV-104

25 Flights

FLT.

NO.

109105102

99988784817976736966494644423937343129272321

STS

NO.

110104

98

106101

868481797674716646454443373836343027

61-B

51-J

LAUNCH LANDING

DATE DATE

04/08/02 04/19/0207/12/01 07/24/0102/07/01 02/20/0109/08/00 09/20/0005/19/00 05/29/0009/25/97 10/06/9705/15/97 05/24/9701/12/97 01/22/9709/16/96 09/26/9603/22/96 03/31/9611/12/95 11/20/9506/27/95 07/07/9511/03/94 11/14/9407/31/92 08/08/9203/24/92 04/02/9211/24/91 12/02/9108/02/91 08/11/9104/05/91 04/11/9111/15/90 11/20/9002/28/90 03/04/9010/18/89 10/23/8905/04/89 05/08/8912/02/88 12/06/8811/26/85 12/03/8510/03/85 10/07/85

Endeavour

OV-105

18 Flights

FLT.

NO.

110107104101

9793897774716865625956535047

STS

NO.

111108100

979988897772696768596157544749

LAUNCH LANDING

DATE DATE

06/05/02 06/19/0212/05/01 12/17/0104/19/01 05/01/0111/30/00 12/11/0002/11/00 02/22/0012/04/98 12/15/9801/22/98 01/31/9805/19/96 05/29/9601/11/96 01/20/9609/07/95 09/18/9503/02/95 03/18/9509/30/94 10/11/9404/09/94 04/20/9412/02/93 12/13/9306/21/93 07/01/9301/13/93 01/19/9309/12/92 09/20/9205/07/92 05/16/92

Columbia

OV-102

27 Flights

12
T he SSP continues to meet budget commitments. However, the aerospaceindustry is facing a difficulteconomic environment, whichin turn makes it very difficultto sustain the programinfrastructure (systems,facilities, knowledge, etc.)based on productivityimprovements alone (seebudget forecast graph). Overall

slow economic conditions in the

launch industry over the last several years are taxing thebusiness base and rate structure of most of our industryteam. The 30- to 50-year-old infrastructure that makesshuttle launches possible is also in need of repair funding,further straining the budget resources available. The SSPhas taken aggressive steps to meet these challenges whilemeeting our budget commitments.

The SSP industry team has taken several

actions to enable more efficient operations andto help defray increased costs. Examples includeconsolidating shuttle processing and structuralinspection and vehicle modifications into onelocation, relocating and consolidating the newBoeing NASA Systems organization, and reducingthe overall footprint of facilities supporting ourprogram at several locations. 

The team has been successful in meeting past

challenges and will continue to adapt to newones. Continued flexibility and innovation willallow the program to accommodate economicconditions while maintaining the integrity of theexisting systems and infrastructure. Together, theNASA and industry team will continue the legacyof providing safe human transportation to spacewithin budget targets.

JOHNSON SPACE CENTER

Resource Management

James B. CostelloManager, Business Office

4000

CONSTANT FY 1992 COST IN MILLIONS 3500 3000 2500 2000 1500

92 93 94 95 96 97 99 02

Upgrades

Cost Reduction

in Buying Power

98 01 00 03 04

National Aeronautics and Space Administration

Space Shuttle Program

FINANCING AND OPERATIONS

(For the years ending September 30, 2001 and 2002)(In millions)

FY 2002 FY 2001

Financing Sources

Appropriated Capital $ 3,270.0 $ 3,118.8

Reimbursables 4.4 0.4

Total Financing Sources $ 3,274.4 $ 3,119.2Shuttle Program Expenses

Ground Processing $ 600.4 $ 581.5Flight Operations 176.5 206.6Aircraft/Flight Crew 65.9 66.8Reusable Solid Rocket Motor 391.0 387.7Solid Rocket Booster 149.0 131.8External Tank 306.5 329.8Space Shuttle Main Engine 282.7 279.4SSME Test Support 31.6 31.4Vehicle 606.9 557.7Integrated Logistics 204.3 202.2Extravehicular Activity 49.0 50.8Shuttle Integration 203.1 162.7Institutional Support 168.0 115.3

Construction of Facilities 39.5 15.5

Total Expenses $ 3,274.4 $ 3,119.2

Safety & Supportability Upgrades included in expenses.

BUDGET FORECASTInflation factors based on U.S. Department of Labor, Bureau of Labor Statistics.

14
SHUTTLE WORKFO

Safer Tha

10.0

8.06.04.02.00.03.53.02.52.01.51.00.50.0

92 93 94 95 

92 93 94 95 

OSHA RECORDCases per 200,000 ho

DAY AWAY FROCases per 200,000 ho

JOHNSON SPACE CENTER

Program Safety

Human spaceflight has never been safer. Space shuttle operations

continue to improve in safetyperformance both on theground and in flight. Safetycontinues to be the top priorityof the space shuttle team witha strong NASA and contractormanagement commitment andemployee involvement. Wecontinue to experience

downward trends in injury andmishap rates. Our ability to

demonstrate continuous improvement in safety is a tributeto the outstanding NASA and contractor workforce, theirfocus on safety, and their attention to detail. The SSP teamis truly world-class.SAFETYThe SSP has performed flawlessly in the area of protectingthe public and the crew, injuring neither during space shuttleoperations. The SSP contractor community has also workeddiligently to reduce OSHA recordable injuries and lost-timeday-away injuries. Since 1997, we have reduced recordableinjuries by 45 percent and lost-time day-away injuries byalmost 50 percent. We have spent considerable attention toimproving the work environment of the SSP workforce.Advances in toxic vapor monitoring, solid rocket booster(SRB) retrieval ship operations, and SCAPE suit operationsare just a few examples of improvements this year.

The SSP safety community continued to work together

to improve safety. Representatives from Boeing Rocketdyne,Hamilton Sundstrand, Lockheed Martin Michoud Operations,Pratt and Whitney Alternate Pump, ATK Thiokol Propulsion,and United Space Alliance (USA) have established the SSPContractor Safety Council. The Council provides a forum inwhich senior safety managers meet to discuss programsafety issues, communicate and share lessons learned andbest practices, and partner with SSP management toimprove safety performance. As a result of this collectiveteam effort, the SSP is performing better than ever in allareas of safety and environmental protection.

The shuttle team and OSHA have partnered to improve

workplace safety through participation in OSHA’s VoluntaryProtection Program (VPP). The VPP is a cooperative effortbetween industry and OSHA to achieve a safe workenvironment that goes beyond the requirements of generalOSHA compliance. With VPP certification, an organizationis recognized as having a world-class safety program. The

shuttle team continues to support this initiative with manyof its major operating sites now certified as STAR sites. Significant efforts to protect the environment have resultedin the elimination of, and reduction in the generation of,hazardous waste. Since 1998, shuttle processing operationshave reduced the amount of hazardous waste generated bymore than 33 percent. PAYLOAD SAFETY REVIEW PROCESSThe SSP Payload Safety Review Panel is a key functionin maintaining flight safety by interfacing with payloadorganizations and technically analyzing payloads foradequate safety implementation. This year, NASA and theEuropean Space Agency (ESA) worked together to establishan ESA payload safety review panel that will perform flightsafety reviews of ESA-provided ISS payloads. Initial ESAsafety review activities for basic payloads are expected tocommence in late 2002.AEROSPACE TECHNICIANCERTIFICATION PROGRAMWe are actively developing and recognizing aerospace skillsamong our team. The Aerospace Technician CertificationProgram is a joint effort among NASA, industry, and aconsortium of schools to establish certification of aerospacetechnicians to a higher standard than currently exists. BrevardCommunity College has led the implementation of, and is inthe second year of instructing, the first class of “work-ready”candidates for the space shuttle and other aerospaceprograms. Classes have been conducted using the KennedySpace Center (KSC) Center for Aerospace Education, whichpermits use of specialized curriculum and state-of-the-artinstructional techniques. Contractor involvement includesUSA, who provides full scholarship funding for severalparticipants in addition to technical support and guidance.Congressional and Florida state government support for thisinitiative continues to be outstanding. RISK MANAGEMENTThe SSP System Safety Review Panel has been leadingthe combined efforts of multiple NASA centers and elementcontractors in developing the space shuttle probabilistic riskassessment (PRA). With the completion of subsystemmodels and the associated probabilistic data, managersand engineers will be able to conduct system vulnerabilityanalyses and use the results in program decision-making.The dynamic abort risk evaluation is nearing completionand will be integrated with the SSP PRA. The SSP PRA ison schedule to be completed March 2003.

16

Williams J. HarrisManager, Safety andMission Assurance
The first joint Space Shutt

was held January 23-24 of textremely successful in reachsupplier base with a unified pBecause of the success of thSymposium is scheduled for Attendance is expected to inparticipants. Process control symposium theme, “Pioneer

A video (“Countdown II: K

Experience”) has been produtopic of knowledge capture. documenting processes. Impand lack of knowledge transfaging technology like the SSprogram risk and illustrates tinadequate documentation a

IES released a process con

designed to reach the individfrom previous videos and a sprocess control questions. It inspiring, while at the same tcontrol message. The feedbaincluding a sharp increase in 

With these supplier outreac

with the open sharing and coand lessons learned among tProcess Control Focus Group with the culture-changing meto improve the performance oreliable program for the futur

10

12

86420 

IES INITIATIVES AVERAGE RISK R

RISK INDEX SCORE 9.7 BEFORE 3.2

AFTER

Workforce Safety

KENNEDY SPACE CENTER

Industrial Engineering for Safety

IES is in its third year of providing SSP upgrades and has delivered a marked

improvement on the workforcesafety and hardware risk. Forworkforce and flight hardwaresafety, the average risk indexreduction was 60 percent orgreater this year. Severaladditional IES projects andstudies have been approvedthrough FY 2004 and similar

risk reduction success will bethe focus. Project and study

prioritization continue for fiscal years beyond FY 2004 insupport of SSP’s service life extension initiative. 

One facet of the IES program strategy is to encourage

the use of state-of-the-art industrial engineering analysisand planning tools, such as computer-aided modeling andsimulation, to efficiently and proactively review humansystem interfaces for areas of improvement. This can beapplied both to the analysis of existing processes and alsoin the early phases of new designs affecting SSP flight andground operations.

A highlighted IES project that illustrates this is the Shuttle

Landing Facility Flight Simulator project, which modeled theproposed air traffic control tower to be built at the ShuttleLanding Facility at KSC. This was a joint venture funded by theIES program in conjunction with KSC and Ames ResearchCenter. Using the Ames Future Flight Central full-scale virtualairport control tower, the team developed a shuttle landingfacility model that allowed facility designers to evaluate severalinterior tower cab configurations as well as optimize towerheight before beginning expensive construction. TheFuture Flight Central displayed very realistic,detailed, and high-resolution day and night scenes,including the KSC skyline, runway, and topography,thus providing a great resource for the simulation ofthe new tower. The simulation also evaluated theinterior of the tower using human factors principlesto finalize the most efficient layout.

The new tower design will allow greater visibility

and safety during space shuttle landings andShuttle Training Aircraft flight operations. Duringthe simulation, engineers checked and evaluatedcab ergonomics and several prospective controltower heights under realistic visibility and weatherconditions, to ensure the design was optimized toprovide greatest visibility and safety during space

shuttle landings and Shuttle Training Aircraft flight operations.The model is also planned for future use as a training tool forlanding convoy operations.PROCESS CONTROLSafety and reliability of SSP hardware continues to increasedue to the efforts of the Process Control Focus Group. Thesteady decline of in-flight anomalies, process escapes, andnon-conformances can be attributed in part to the aggressiveeffort to increase awareness of process control, therebyaffecting the culture and environment in which we operate. 

The continued success of the Process Control Focus

Group has been recognized across the agency, and is beingused as a model by the NASA Agency-wide SupplierOutreach Process Control team, which is expanding theprocess control initiative to other, uncrewed NASA spaceprograms. The synergism and enthusiasm of these twoteams working together will ensure the process controlmessage will penetrate far beyond the SSP. The MissileDefense Agency has also expressed interest in these efforts,and teaming with other NASA and external space programsprovides tremendous leveraging capability, especially amonga key, core group of suppliers that support the supply chainsof many sectors of the aerospace industry.

The process control message is delivered through personal,

on-site visits to suppliers by NASA and prime contractorexecutive management, supplier symposiums, and othercommunications. The suppliers feel renewed enthusiasm asmembers of the space shuttle team, once they have a betterunderstanding of their products’ criticality to the SSP. The

process.nasa.gov and CountdownOnline.tv Web sites havebeen developed to further promote the message and provideguidance relative to the process control initiative. 

The Space Shuttle Atlantis safely touches down on the runway at the KSClanding facility, completing a successful journey of nearly 11 days.

18

Joyce RozewskiManager, IndustrialEngineering
MISSION SUMMARIES

STS-108 EXCHANGES INTERNATIONALSPACE STATION CREWS STS-108 was the 12th space shuttle flight to visit theInternational Space Station (ISS). Endeavour delivered the

Expedition 4 crew – Commander Yury Onufrienko andFlight Engineers Carl Walz and Dan Bursch – to the orbitaloutpost. The Expedition 3 crew – Commander FrankCulbertson, Pilot Vladimir Dezhurov, and Flight EngineerMikhail Tyurin – returned to Earth.

While at the space station, the crew conducted one

space walk and attached the Rafaello Multi-PurposeLogistics Module to the space station so that 3 tons ofequipment and supplies could be unloaded. The crewlater returned Rafaello to Endeavour’s payload bay for

the trip home.FLAGS FOR HEROES AND FAMILIES During STS-108, NASA honored the victims of theSeptember 11 terrorist attacks by sending nearly 6,000small U.S. flags into orbit on Endeavour as part of the

“Flags for Heroes and Families” campaign. The flagswere given to survivors and the families of the victims ofthe attacks in New York City, at the Pentagon, and onUnited Airlines Flight 93, which crashed in Pennsylvania.ENDEAVOUR DEPLOYS STARSHINESATELLITE The crew deployed the Student-Tracked AtmosphericResearch Satellite for Heuristic International NetworkingExperiment, also called STARSHINE 2, from Endeavour’s

payload bay, one day before landing.

Teams of elementary, middle, and high school students

visually track the satellite and note the times that itpasses between selected pairs of targeted stars.Calculations, based on the tracking data, will be usedto determine atmosphere density at various altitudes.

STS-108

Highlights

Mission International

Space StationFlight UF-1

Shuttle Endeavour

Launch Pad 39B

Launch Dec. 5, 2001

4:19 p.m. CST

Window Less than 5 minutes

Docking Dec. 7, 2001

2:03 p.m. CST

EVAs 1 space walk

Dec. 10, 2001

Undocking Dec. 15, 2001

11:28 a.m. CST

Landing Dec. 17, 2001

11:55 a.m. CST

Duration 11 days, 19 hours

36 minutes

Orbit Altitude 122 nautical miles

Orbit Inclination 51.6°

■ Astronauts Dominic L. Gorie

(bottom), Mark E. Kelly (left),Linda M. Godwin (top), and DanielM. Tani, pose for a crew photo onthe ISS.

■ Astronaut Daniel M. Tani during

a space walk to install thermalblankets on mechanisms thatrotate the station’s main solararrays.

■ The ISS as seen through an aft

flight deck window followingseparation from the SpaceShuttle Endeavour.

■ STARSHINE 2 is deployed from

a canister in the payload bay ofEndeavour.

20
Astronaut Michael J.

Massimino, anchored onthe end of the Space ShuttleColumbia’s remote manipulatosystem robotic arm, works intandem with astronaut JamesH. Newman during this secondsession of EVA. The HST,illuminated by the sunrise,provides stark contrast to theblackness of space and thethin line of Earth’s atmosphere

MISSION SUMMARIES

COLUMBIA SUCCESSFULLY COMPLETESHUBBLE SERVICING MISSIONThe STS-109 crew – Commander Scott Altman, PilotDuane Carey, and Mission Specialists Nancy Currie,John Grunsfeld, Rick Linnehan, Mike Massimino, andJim Newman – successfully completed the mission’sobjectives of servicing the Hubble Space Telescope (HST).The upgrades and servicing by the crew provide thetelescope with a new power control unit, a new camera,and new solar arrays. This was the fourth space shuttlemission dedicated to servicing the telescope. The nextmission is scheduled for 2004.

STS-109 was Columbia’s 27th flight and its first since

1999 after undergoing modifications. CREW CONDUCTS FIVE SPACE WALKSThe STS-109 astronauts performed one of the mostchallenging series of space walks in space shuttle history.Five space walks in five consecutive days totaling 35 hours55 minutes were conducted to service and upgrade theHubble. Through STS-109, astronauts have conducted18 space walks to service the telescope for a totalextravehicular activity (EVA) time of 129 hours 10 minutes.

During this extraordinary mission, the crew outfitted

the HST with a third generation of solar arrays that aremore durable and that generate 20 percent more powerat two-thirds the size. The crew installed a new reactionwheel assembly and a new power control unit thatdistributes power to all Hubble electrical components.Astronauts replaced the Faint Object Camera with theAdvanced Camera for Surveys, which doubles the field ofview and improves resolution by 5 times. The NearInfrared Camera and Multi-Object Spectrometer, whichhad been dormant since January 1999, was reactivatedwhen the crew installed a cryogenic cooler and a radiatorfor its cooling system. 

Using the space shuttle’s unique capabilities to

perform on-orbit satellite servicing, improvements madeto the HST systems and science instruments allowastronomers increased opportunities for continuedrevolutionary discoveries.

STS-109

Highlights

Mission Hubble Space

TelescopeServicing

Shuttle Columbia

Launch Pad 39A

Launch March 1, 2002

5:22 a.m. CST

Window 62 minutes

Docking March 3, 2002

3:31 a.m. CST

EVAs 5 space walks

Undocking March 9, 2002

4:04 a.m. CST

Landing March 12, 2002

3:32 a.m. CST

Duration 10 days, 22 hours

10 minutes

Orbit Altitude 308 nautical miles

Orbit Inclination 28.5°

■ Astronauts Michael J. Massimino

(left) and James H. Newman aftercompleting a lengthy space walk tofinish replacement of the solararrays on the HST.

■ Pictured in Columbia’s cargo bay

is the Rigid Array Carrier holdingthe new Hubble solar arrays.

■ Astronaut James H. Newman

works with payload and generalsupport computers on the middeckof Columbia.

■ Astronauts John M. Grunsfeld

(right) and Richard M. Linnehannear the giant HST at the close ofthe fifth and final EVA.

22
Anchored to the International Space

Station’s Canadarm2 some 240 milesabove the blue and white Earth,astronaut Lee M.E. Morin totes one ofthe S0 keel pins, which were removedfrom their functional position on thetruss and attached to its exterior forlong-term stowage. Morin, teamed upwith astronaut Jerry L. Ross (out offrame) for the extravehicular work, wasparticipating in his first career EVA andthe second of four scheduled overallSTS-110 space walks.

Anchored to the International SpaceStation’s Canadarm2 some 240 milesabove the blue and white Earth,astronaut Lee M.E. Morin totes one ofthe S0 keel pins, which were removedfrom their functional position on thetruss and attached to its exterior forlong-term stowage. Morin, teamed upwith astronaut Jerry L. Ross (out offrame) for the extravehicular work, wasparticipating in his first career EVA andthe second of four scheduled overallSTS-110 space walks.

STS-110 DELIVERS FRAMEWORK FORSPACE STATION EXPANSIONSpace Shuttle Atlantis completed its mission to installthe 43-foot-long, 26,716-pound S-Zero (S0) Truss, thebackbone for future expansion of the ISS. While in orbit,the STS-110 crew members – Commander MichaelBloomfield, Pilot Stephen Frick, and Mission SpecialistsEllen Ochoa, Jerry Ross, Rex Walheim, Steve Smith, andLee Morin – performed four space walks and used thespace shuttle and ISS robotic arms to install and outfitthe S0. They also prepared the first railroad in space, theMobile Transporter, for use. STS-110: A MISSION OF MILESTONESSpace Shuttle Atlantis’ flight to the ISS included several

milestones. The STS-110 crew delivered the S0 Truss,the first of 11 pieces that will make up the spacestation’s external framework, eventually stretching to356 feet in length. 

STS-110 Mission Specialist Jerry Ross became the first

human to be launched into space seven times. With the twospace walks that he performed on this mission, he alsoearned the distinction of the most U.S. space walks (nine)and space-walking time – 58 hours 18 minutes. Second onthe list for both space-walking milestones is Ross’ crewmate,Mission Specialist Steve Smith, who also conducted twospace walks during STS-110, amassing a total of 49 hours48 minutes during seven space walks. The total time for thefour space walks was 28 hours 22 minutes, which set arecord for a single ISS assembly mission. LOOK AT WHAT’S UNDER THE HOOD!When STS-110 launched, it became the first space shuttleto use three Block II main engines. The enhanced enginesincorporate an improved high-pressure fuel turbopump witha stronger integral shaft/disk and tougher-than-steelbearings. The new design also eliminates welds in theturbopump. These changes will increase the number offlights between major overhauls, reducing operating costs.The new turbopump is not much larger than an automobileengine, yet it generates 360 times the horsepower. 

MISSION SUMMARIES

STS-110

Highlights

Mission International

Space StationFlight 8A

Shuttle Atlantis

Launch Pad 39B

Launch April 8, 2002

3:44 p.m. CDT

Window Less than 5 minutes

Docking April 10, 2002

11:05 a.m. CDT

EVAs 4 space walks

Undocking April 17, 2002

1:31 p.m. CDT

Landing April 19, 2002

11:27 a.m. CDT

Duration 10 days, 19 hours

42 minutes

Orbit Altitude 122 nautical miles

Orbit Inclination 51.6°

■ Astronaut Rex J. Walheim,

anchored to the Canadarm2, workson connections of the S0 trussduring the first scheduled EVA.

■ STS-110 and Expedition Four

crews pose for a group photo inthe Destiny laboratory on the ISS.

■ Astronaut Rex J. Walheim during

the mission’s second EVA for theduo of Walheim and Steven L.Smith (out of frame) which included work on the station’s roboticarm as well as the giant truss.

■ Jerry L. Ross, STS-110 mission

specialist, displays mission logosrepresenting the record sevenshuttle missions he has flown.

24
MISSION SUMMARIES

ENDEAVOUR RETURNS RECORDSETTING CREWSpace Shuttle Endeavour and its crew completed aflawless ISS crew exchange mission, the fourth of its kindto date by the space shuttle. Endeavour’s crew consistedof Commander Ken Cockrell, Pilot Paul Lockhart, andMission Specialists Franklin Chang-Díaz and PhilippePerrin, and the ISS Expedition 5 crew: Valery Korzun, PeggyWhitson, and Sergei Treschev. When Endeavour landed, it

marked the end of a record-setting flight by the Expedition4 crew, Yury Onufrienko, Dan Bursch, and Carl Walz. ForWalz and Bursch, the 196 days spent in space earnedthem the U.S. spaceflight endurance record. The previousrecord was 188 days, set by Shannon Lucid aboard theRussian Mir Space Station in 1996.

The ISS received a new crew and a new platform for its

robotic arm when STS-111 visited, which was the 14thspace shuttle mission to visit the orbital outpost. STS-111was the first flight of a launch-on-need ISS orbitalreplacement unit in the orbiter’s payload bay. Launch-onneed is a streamlined procedure now used to significantlyshorten the time needed to replace critical ISS spare parts. 

The STS-111 astronauts performed three space walks to

install the Mobile Remote Servicer Base System, a powerand data grapple fixture, and Service Module debris panelsonto the ISS and replace the wrist roll joint on the spacestation’s robotic arm. The STS-111 crew also unloaded8,983 pounds of supplies and science experiments fromthe Leonardo Multi-Purpose Logistics Module and spaceshuttle middeck. 

STS-111

Highlights

Mission International

Space StationFlight UF-2

Shuttle Endeavour

Launch Pad 39A

Launch June 5, 2002

4:23 p.m. CDT

Window 5 minutes

Docking June 7, 2002

11:25 a.m. CDT

EVAs 3 space walks

Undocking June 15, 2002

9:32 a.m. CDT

Landing June 19, 2002

12:58 p.m. CDT

Duration 13 days, 20 hours

35 minutes

Orbit Altitude 122 nautical miles

Orbit Inclination 51.6°

■ Astronaut Philippe Perrin

floats near the MicrogravityScience Glovebox in the Destinylaboratory.

■ The STS-111 (back row) and

Expedition 5 crew membersgather for a group photo.

■ Astronaut Franklin R. 

Chang-Díaz, anchored to thefoot restraint at the end of theCanadarm2, participates in thefirst scheduled EVA for the STS-111 mission.

■ This sunset over the Sahara

Desert was photographed bythe STS-111 crew membersaboard Endeavour.

26
JOHNSON SPACE CENTER

Space Shuttle Program Development

Fiscal Year 2002 was another successful year with outstanding progress

in several upgrade projects. The

Cockpit Avionics Upgrade (CAU),which will significantly increase

crew safety by improving situational awareness and reducingworkload, has successfully completed its initial design reviewand several testing milestones. This project is on schedule andwithin budget, and is slated for a critical design review nextyear. The space shuttle main engine’s (SSME) block II fuelturbopump, which was fully implemented in 2002, and theadvanced health management system will significantly improveascent reliability. The external tank (ET) friction stir weldingprocess, which is being used today to manufacture EThardware, is producing much stronger, defect-free welds.These upgrade accomplishments can be seen in more detailwithin other sections of this report. They, along withsupportability upgrades, demonstrate our commitment toimproving our hardware and ensuring safe, reliable spacetransportation. Other ongoing projects with significantaccomplishments this year are depicted in the table onthis page.

SERVICE LIFE EXTENSION STRATEGYThe Shuttle Development Office developed the service lifeextension investment strategy, identifying upgrades andsupportability options to maintain the space shuttle fleetcapabilities through at least the middle of the next decade andpotentially through 2020. A core team composed of membersfrom each of the program/project elements and NASAHeadquarters was assembled to recommend projects to befunded. An executive committee composed of SSP councilmembers, NASA Headquarters representatives, and industrypartners was established to provide oversight of the core team. 

The team selected and developed the Analytic Hierarchy

Process as an objective ranking tool to prioritize candidateprojects. It is a mathematical-factors-based analytical toolthat enables the explicit ranking of projects based onselected factors and weightings. The Analytic HierarchyProcess has been successfully used by many private industrycompanies and government agencies, such as IBM, FordMotor, Lockheed Martin, U.S. Department of Veteran’sAffairs, Federal Aviation Administration, United States Army,and the Department of Housing and Urban Development. 

The request to assess the space shuttle capability to fly

through 2020 allowed the Space Shuttle DevelopmentProgram Office to make a longer-term and, therefore, morestrategic approach to safety and supportability upgrades. Thescope of the review covered all assets needed to fly safely andeffectively, noting that any deterioration of these assets couldrepresent additional risk to the program. This assessmentincluded the high-profile safety upgrades as well as groundsupport and test equipment, facilities and infrastructure,vendors and suppliers, and critical skills. We also solicitedideas from throughout the shuttle government and contractorcommunity to ensure a complete canvassing of the service lifeextension needs. The team, which initially identified over 300distinct needs, is currently reviewing each of them so that theitems that have the highest urgency and the highest risk areaddressed in proper order. These needs will be reassessedannually to maintain proper prioritization. The chart belowshows the percent of projects separated by category.

FY 2002 UPGRADE PROJECTS 

Safety UpgradesCockpit Avionics Upgrade, Phase ISSME Advanced Health Management System, Phase IImproved Main Landing Gear Tire and WheelET Friction Stir WeldSupportability UpgradesLong Life Alkaline Fuel CellSRB Integrated Electronics AssemblyRSRM Nozzle/Case Joint J-leg InsulationSRB Range Safety Command Receiver-DecoderSRB Altitude Switch AssemblyMicro-meteoroid Orbital DebrisDevice Driver UnitMass Memory Unit SERVICE LIFE EXTENSION CANDIDATES

48%

16%

14%

14%

8% Infrastructure

Improve SafetyProcess/Skills IntegrityMaintain Safety &IntegrationNew Configuration

Lee NorbratenManager, Space ShuttleDevelopment

28

Planning forLong-TermOperations
ET/ORBITER SEPA

IMPROVEMENT A change in the shuttle flight Operational Increment-29 (OET separation margins by bet(pitch angle) and beta (yaw asoftware changes have improthrough enhanced ET separadebris hit probability, improvimargins for the TAL aborts, aseparation clearances for nofirst flew in April 2002 on ST

TAL scenarios with small an

sideslip (beta) angles at ET seorbiter roll angles at entry interesult in significant delays in ipost ET separation burn becathe orbiter alpha, beta, and roset of limits. The alpha-beta mimplemented with OI-29 elimcondition by actively targeting 

Improving P

OI-29 POST MEC

ET-Sep

DEBR@10@14NSTS

JOHNSON SPACE CENTER

Systems Integration

Enhancing the abort capability of the space shuttle during the ascent

flight phase has been anongoing goal of the SSP toincrease operational flexibility, toexpand the flight regimes for asuccessful mission completion

with an intact abort, and toenhance flight crew and vehicle

survivability during contingency events. A variety of vehicle andtrajectory design enhancements have produced substantialabort improvements over the years. Initial evaluationsconducted in 1996 were successful in demonstrating thefeasibility of providing transoceanic abort landing (TAL)capability from the pad, thus eliminating the return-to-launchsite (RTLS) abort mode. Recent assessments have focusedon eliminating both the RTLS and TAL by achieving full abortto-orbit (ATO) capability from liftoff. This means the orbiterwould be able to reach orbit even if it lost power from oneSSME at liftoff or any other time during ascent flight.

In support of developing a shuttle ATO capability at liftoff,

additional vehicle configuration and trajectory enhancementswere identified that could be applied for improving abortcapabilities. One option is to increase SSME abort powerlevels. Current studies are evaluating power levels as high as113 percent. Another configuration option includes off-loadingthe liquid oxygen and hydrogen propellants from the ET. Thispropellant off-load also reduces the vehicle total weight, greatlyimproving thrust-to-weight conditions critical for an engine-out

trajectory scenario. Additionally, a variety of trajectory designfeatures called “abort enhancements” have been identifiedthat improve abort capability, especially for ISS missions.These enhancements range from trajectory steering, attitude,and target optimization to the orbital maneuvering system(OMS)/reaction control system (RCS) dumps. By incorporatingthese trajectory enhancements in combination with boosterperformance modifications, trajectory and system evaluationsare showing that the SSP can achieve ATO capability at liftoff.

Once achieved, ATO capability at liftoff would increase

launch probability by eliminating TAL and RTLS weatherconstraints, increase the likelihood of space shuttle missionobjectives being achieved for all intact abort modes, andincrease crew survivability in contingency situations bydesensitizing the flight profile to SSME failures.

Lambert D. AustinManager, SystemsIntegration

30

Abort-To-Orbit Fromthe Launch Pad

ET Propellant Off-LoadSSME AbortPower LevelsBoosterModificationsEarly OMS/RCSDumpsTrajectoryEnhancements■ First-stage Yaw

Steering

■ Engine Out Lofting■ Post High Q alpha

Targeting

RTLS & TALExposure

SoftwareChanges

Higher SSMEAbort Power Level

Increased BoosterCapability

Risk

Reduction

RTLSEliminatedRTLS & TALEliminated Current

INCREASED ASCENT PERFORMANCE

Future
JOHNSON SPACE C

Customer Agency priorities and optimizin

The integrated process me

station flight assignment respcalled the Joint Research Plaby representatives from SpacPrograms, it also includes repPlanning Offices (those officeas the international partners.

Upon full implementation, 

use of space shuttle and spaprovide a level playing field fointegrated flight assignment the ultimate goal of flying the payloads within a reasonable Michele A. BrekkeManager, Customer andFlight Integration

Astronaut Michamission specialisworks at the stothe Hubble Spacport side solar aMassimino and JNewman removesolar array and sColumbia’s payloreturn to Earth. installed a third-solar array and ielectrical compomates had accomsame feat with tarray on the pre

32

PURSUING INCREASED FLEXIBILITYFOR QUICKER DELIVERY OF ISSSPARE PARTSThe ISS maintains, on orbit, a quantity of orbital replacementunits (ORUs) for all critical subsystems. Once removed andreplaced, the failed part returns to Earth on the next shuttlemission for repair, and the ISS awaits replenishment of itson-orbit spares inventory. 

The SSP and ISS Program are working together to

dramatically reduce the time between ORU replenishmentneed identification and flight from 1 year to 45 days. 

Like other payload bay cargo, ORUs may be manifested

either on the sidewall of the orbiter’s payload bay or on across-bay carrier. Presently, any ORU to be manifested on aspace shuttle mission has to be assigned roughly a year inadvance of the flight to be properly analyzed for all thermal,structural, electrical, ground-handling, and other concerns.ORUs like the direct current switching unit (DCSU) manifestedon STS-100/6A and the early ammonia servicer on STS-105/7A.1 were subjected to this lengthy analysisprocess. In the event of multiple failures involving a specificORU, the lengthy manifesting lead-time could result in a lossof or reduced ISS critical functions. This would leave the ISSvulnerable to a partial shutdown of system operations. 

Upon successful development of a new joint process to

get ORUs to orbit more efficiently, ISS will be allowed toreserve locations either on the orbiter sidewall or on a crossbay carrier for stowing ORUs of various categories. Bounding

analyses will be performed, considering variations in weight,center of gravity, etc., and ORUs will be grouped intocategories (defined by size, weight, and other attributes), withthe goal of being able to “drop in” an ORU or define a crossbay carrier’s complement of ORUs approximately 45 daysbefore launch. Reducing the current timeline from 1 year toapproximately 45 days will dramatically improve flexibility,reduce ISS risk, and minimize impacts caused by latebreaking manifest changes. NEW CAMERA PROVIDES UNIQUEPERSPECTIVEThe SSP has developed the ability to provide a real-time,externally mounted video feed from the space shuttle duringlaunch and ascent. This stand-alone camera system ismounted to the cable tray on the ET liquid oxygen tank toprovide unique real-time views of key space shuttle events,including views of the orbiter, ET, and SRBs throughout theliftoff, SRB separation, and ET separation stages. Similar tosystems previously used for the Delta and Atlas rocketprograms, the camera is activated before liftoff and transmitscolor video via an inter-tank telemetry package incorporatingtwo S-band antennae.

A multi-discipline, multi-center team designed this system

utilizing “off-the-shelf” hardware, thereby allowing for fasterimplementation. Requirements included minimal facilityimpacts, equipment costs, and implementation time.Benefits include liftoff debris assessments, orbiter tiledamage timelines, thermal protection system (TPS)performance, forward RCS paper-cover detachment, SRBplume recirculation dynamics, forward RCS jet firings, andET separation dynamics/model verification.

New stand-alone camera provides real-time views of key spaceshuttle events.

JOHNSON SPACE CENTER

Systems Integration (continued)

ORUs like the DCSU (shown here being installed in the cargobay) require quick delivery by the SSP.
LONG-LIFE ALKALUPGRADE REDUCEIn February 2000, the SSP aand qualification of the long-SSP authorized improvementincrease its operational life fr5000 hours, which will result the SSP. The LLAFC will be recurrent fuel cells, at the samresult in increased life include enhancement to reduce framexternal seals, non-cracking isteel regulator housing. 

A 96-cell qualification test 

demonstrate these improvembegan in March of this year aUpon successful completion will be certified and made avfleet beginning in 2004. MAIN LANDING GEWHEEL ASSEMBLY IMPROVES SAFETY One of the safety improvememain landing gear tire and whintended to add 20 percent mthe tire and wheel above the 142,500 pounds. Since landchanged, the additional capaduring landings. Initial activitiprocess of tire design and tesselection of the specific desigThe upgraded tire and wheel the orbiter fleet in 2004. 

This year, the focus was on 

nearing completion, in suppoto select the best tire/wheel cPatterson Air Force Base has will be capable of meeting th20 percent the load-carrying Testing is now under way to dprovides the best wear resistaEdwards Air Force Base.

On the current tire, about 

worn away, and three of the On the new tire, only 0.12 inaway, and none of the carca

34

JOHNSON SPACE CENTER

Space Shuttle Vehicle Engineering

NEW MODULARMEMORY UNITA modular memory unit (MMU) has been developed to address

supportability issues with thespace shuttle’s tape-driven datastorage devices. The project’sprimary objective is to replace

the existing functions of thespace shuttle mass memory

units, operational recorders, and payload recorders, and tointegrate these functions into a single unit. Space ShuttleVehicle Engineering met this objective when the MMU wasused on STS-110, its first shuttle flight, in April 2002. TheMMU provides storage and retrieval capability for flightcritical software and vehicle and engine data.

Implementing the MMU increases performance and

reliability, and reduces weight and power consumption.Using commercial, off-the-shelf (COTS) systems and opensystems standards lets us more readily achieve repairs andfuture upgrades. CENTRALIZED ORBITER MODIFICATIONSTO REDUCE COSTSOrbiter maintenance down periods (OMDPs) are periodic“time-outs” for inspections, interval requirements, time andcycle maintenance, and modification incorporation. Intrusiveorbiter major modifications (OMMs) are often piggybackedonto the OMDP periods.

Previous OMDP/OMM overhauls, with one exception, have

been performed in Palmdale, California, where the vehicleswere manufactured. To reduce cost and centralizeoperations and maintenance activities, NASA AdministratorSean O’Keefe announced in early February 2002 that theplanned OV103 Discovery OMDPs/OMM would be performedat KSC. Work officially started on Discovery’s OMDP/OMM

on September 1, 2002.

During the upcoming OMDP/OMM, Discovery’s airframe,

wiring, and subsystems will be thoroughly inspected. Severalmodifications will also be implemented, including themultifunction electronic display system, which will replaceDiscovery’s mechanical cockpit instrumentation withcomputerized displays.

Orbiter Upgrades to Improve Shuttle SafetyCOCKPIT AVIONICS UPGRADEADDRESSES SOLUTION TO RADIATIONENVIRONMENTThe cockpit avionics upgrade (CAU) of the orbiter dataprocessing system will significantly improve space shuttlesafety by providing the crew with graphics-orientedsituational awareness and by reducing the crew workload.We are accomplishing this by replacing the processors thatdrive the cockpit displays and developing new software thatwill execute in those processors.

To reduce development time, the CAU Project Team takes

advantage of COTS products whenever possible. However,the higher radiation environment of space presents aparticular challenge because electronic components suchas computer processors and memory are particularlysusceptible to radiation. Unfortunately, COTS products havenot traditionally been designed with radiation susceptibility inmind. A radiation particle can cause an “upset” of theelectronic patterns in these components, thereby generatingunexpected and incorrect results in the executing software.Special software can be written to detect and respond tothese “upsets,” or the hardware can be specifically designedto withstand the radiation. 

Identifying radiation as a risk to project success, the CAU

Project Team embarked early with component identificationand radiation testing. The team identified the best COTSproducts and subjected them to radiation testing. Based onthis rigorous testing approach, the CAU Project Teamidentified and demonstrated the key critical processor andmemory components. This successful demonstration isenabling the team to fulfill the goal of delivering this highpriority safety upgrade to the vehicle in the shortest possibletime, with a maximum amount of throughput and memorycapacity. The first flight of the CAU will be in 2006. 

Ralph R. RoeManager, Space ShuttleVehicle Engineering

Orbiter Modifications
Astronauts James 

remote manipulatMichael J. MassimCamera for Surveduring the STS-10

New Strateg

JOHNSON SPACE CENTER

Extravehicular Activities

EVA performance in the last year has been remarkable. In the four missions 

(STS-108, -109, -110, & -111)since October 2001, the crewsexecuted 13 EVAs – a total of87 hours.

EVAs are a fundamental

component in the assemblyof the ISS. They also enable onorbit serviceability of satellitesand the HST. 

STS-109 HST SERVICING MISSION-3BOne of the past year’s highlights was the servicing of the HST.During the STS-109 mission in March 2002, the space shuttlecrew successfully executed five EVAs in five consecutive daysto upgrade and service the HST. This was the fourth time thatvisiting astronauts performed EVAs to make life-extendingchanges and to improve Hubble’s overall productivity. Upgradesincluded installing two new rigid-panel solar arrays, theAdvanced Camera for Surveys, and a cryogenic cooler andradiator system for the Near Infrared Camera and Multi-ObjectSpectrometer. Maintenance tasks included the criticalreplacement of the power control unit and replacement of areaction wheel assembly. The HST Program confirmed duringthe flight that all of the EVA-installed components wereactivated successfully. STS-109 accumulated 35 hours55 minutes of EVA time. To date, 14 different astronauts haveconducted 18 space walks during the four space shuttleservicing missions for a total of 129 hours 10 minutes. Theobservatory is now collecting scientific data at anunprecedented rate, and current estimates are that theinstrument upgrades installed during the STS-109 missionhave resulted in a factor of 10 improvement in overalldiscovery efficiency.EXTRAVEHICULAR MOBILITY UNITSYSTEM LEVEL ORUsWith increased EVA tasking in the future, we must improveefficiency in order to implement a successful EVA programwithin NASA’s budget constraints. NASA initiated a review ofall extravehicular mobility unit (EMU) processing (ground andon-orbit), and implemented a new approach to both.

To improve operational flexibility, on-orbit reliability, and

ground processing, we have redesigned several interfaceswithin the EMU, to provide an on-orbit capability to exchange

major components. After several years of redesign, productionof new hardware, and fleet conversion, the EMU now can beseparated into four major ORU systems. 

These 100 percent interchangeable components can now

be separated by an unassisted crew member while on orbit,without the use of special tools. All interfaces use captivefasteners, one-way installations, and self-alignment featureswith visual feedback of proper installation. What’s more, theseORU interface features do not require on-orbit maintenance. 

Highlighting improvements, the HUT (hard upper torso) is

conformable to three different sizes. This flexibility enables thecrew to effect size changes on orbit in case of hardware failureand ensures an optimized suit fit for crew members. Themodular element flexibility also drastically reduces volume andweight impacts to shuttle payload capability if replacementitems are needed. Previously, an entire ORU was needed tofacilitate a fit change or replace failed components. EVA COST REDUCTIONS ANDEFFICIENCY IMPROVEMENTSOver the past year, the EVA Project Office has implementedmultiple strategies to reduce the cost of EMU processing andimprove efficiencies. By taking advantage of 20 years ofhistorical experience with the EMU design, and lessonslearned over the last 3 years of heavy EVA operation, wehave established more realistic assumptions to reducerequirements. For example, because of a much betterunderstanding of actual EMU use with a demonstratedreliability greater than predicted, the EVA Project Office hasreduced sparing requirements by 15 to 20 percent, resultingin immediate and significant fiscal savings. 

To provide maximum useful life of the hardware inventory,

we minimized ground processing to only those tests that trulyscreen for proper performance. This results in a reduction inprocessing time from about 53 days to 7 days, and lowersoverall program costs by reducing the total number of EMUsprocessed each year from about 22 to 16. 

We also reviewed EMU on-orbit logistics to maximize on-orbit

hardware life and to maximize interchangeability. This approachaccommodates crew sizes and preferences with the minimalamount of hardware on orbit. It also provides the most EVAcapability should there be on-orbit hardware failures. 

These new ways of viewing the EMU system will result in

approximately $60M in savings over the 6-year budget horizon,all accomplished without increasing risk toward safe operationof the spacesuit. The EVA Project Office is currently expandingthis effort to improve efficiencies by looking at the processingand sustaining of EVA tools and requirements associated withEVA training. 

Allen FlyntManager, ExtravehicularActivity

36
KENNEDY SPACE C

Shuttle P

prioritize the highest-rankingan implementation plan to Smost effectively mitigate the

In FY 2001, the SSP fund

elements of the Program. In this commitment by funding representative examples of pNASA Centers with this fund

Kennedy Space Center – I

low-voltage (480 Vac) power 

Michoud – Implementing re

which the ET barge loads ETs 

Stennis Space Center – C

the A-2 test stand for SSME 

Additionally, in late FY 200

rehabilitation of the Vehicle design phase of these projecanticipated initial implementCONVOY COMMANDELIVEREDA new convoy command vehthe 15-year-old model. The vlaunch and landing operationfor the STS-112 launch. The shuttle landings as the prime communications between thLaunch Control Center, monand directing postlanding coLanding Facility. HAZARDOUS GAS 2000 INSTALLATIOThe new hazardous gas detecsuccessfully deployed and ini

David A. KingDirector, ShuttleProcessing

38

JOHNSON SPACE CENTER

Mission Operations

NASA’s Space Shuttle Program is continuously improving to make

America’s space shuttle moreefficient and cost-effective. Onemajor Program objective is toreduce the time required to

design, integrate, and launcha shuttle mission. Responding

to this objective, the Mission Operations Directorate andUnited Space Alliance formally initiated a continuousimprovement effort. This effort is paying big dividends and,when fully implemented, will reduce the flight preparationtimeline from over a year to about 7 months. 

Several innovations have led to greater efficiencies, such

as the new Cargo Support System, which allows a shuttlepayload to be operated from a portable laptop computer,the Cargo PCSM, instead of the space shuttle’s on-boardcomputers. Decoupling payload operation processes fromthe shuttle on-board computerscan help ensure that flightoperations processes are no longerthe “long pole” in the shuttle flightpreparation process. The newCargo Support System is scheduledfor final shuttle program review andacceptance in December 2002. 

Other innovations include the

just-in-time flight design (JITFD)process, which allows the shuttleflight design to be deferred closerto the launch date and allows theprogram more flexibility to changethe flight manifest. JITFD reducedthe time it takes to design andproduce the flight design productsfor a shuttle mission by 17 weeksand enabled significant costsavings for the program. The JITFDprocess changes have alreadybeen approved by the MissionOperations Directorate, and wereused for flight design beginningwith STS-112. Another important

improvement is the Orbiter-in-a-Box, which is a portablecomputer platform with an embedded real-time model ofthe Shuttle avionics. Using the Orbiter-in-a-Box with a CargoPCSM allows customers to test their payloads with actual

shuttle flight software at their own facilities. Orbiter-in-a-Boxsystems are already being sent to customers for possiblesupport of future shuttle flights.

Flight Operations Reinvention is one of the SSP’s most

significant continuous improvement initiatives, and hasresulted in cost savings to the program of nearly $5 millionper year. In the words of Shuttle Program Manager, RonDittemore, “The success of the Space Shuttle Program is builtaround our commitment to safety, our exceptional teamwork,strategic implementation of the best technologies, and ourcontinuous process improvements. Flight OperationsReinvention has provided significant new capabilities andcost-reducing innovations that can dramatically streamline ourflight preparation process, and it exemplifies our strongcommitment to continuous improvement.”

Jon C. HarpoldManager, MissionOperations

Reinvention Leads to Flexibilityand Reduced Cost

Using the Orbiter-in-a-Box with a Cargo PCSM allows customers to test their payloads with

actual shuttle flight software at their own facilities.
MARSHALL SPACE 

Shuttle In

information sharing, and collaapproach reduces redundant requirements and costs, imprexpertise across the program, information for emerging concwith outside agencies.

Materials obsolescence is

including vendor economics ozone-depleting chemicals, amaterials. These restrictions require materials replacememembers continually review environmental regulations fooperational impact, including the Clean Air and Water ActsControl Act, Occupational SaAct, and Executive Orders. 

Members of the SEA team 

analyze potential issues acroevaluate risks, share relevanmitigation plans, and facilitaefforts. Major efforts in 2002 investigating replacements fofoam-blowing agent, trichlorosolvent, and the hexavalent primers and conversion coat

■ HCFC 141b, an ozone-dep

used for foam insulation oand the SRB. The ET ProjeSpace Flight Center are dealternate foam that will nodepleting chemicals. The refforts are being shared wSRB Projects. Additional care being evaluated.

Jolene MartinManager, ShuttleIntegration Office

40

AUTOMATED CHANGE PROCESSINGSYSTEM (CHANGE EXPRESS)The United Space Alliance ground operations and NASAshuttle processing change management system for programrequirements has been automated. The system is paperless,Web-based, and provides a single point of access for datareports and queries. The system greatly enhances data entrycapabilities. The change request and evaluation data arestored in a database, and related documentation is storedon a document server. The ground operations changerequest process improvements recognized include: 

■ Eliminates hand-offs between change controller

and others in the process

■ Eliminates the need for reviewer organizations to

retain file copies

■ Eliminates the need for reviewer organizations

to maintain internal tracking

■ Reduces official record documentation (only

retains signed change request)

TIME, AGE, CYCLE CONTROL SYSTEMMIGRATED TO SILVERSTREAMThe Time, Age, Cycle Control System (TACCS) was migratedfrom an obsolete mainframe to Silverstream (client/serverapplication). TACCS tracks orbiter and mission equipmenthardware that has time, age, and cycle requirements. Inaddition, TACCS maintains the related event records forapproximately 44,000 serialized components. It wasessential that historical data be maintained and successfullymigrated to the new system, requiring extensive datavalidation effort on the part of the TACCS analysts who arethe most knowledgeable about the data. System migrationincluded requirements definition, development, user testing,and data migration.

Atlantis is lowered tothe external stack in theVehicle Assembly Building.

JOHNSON SPACE CENTER

Shuttle Processing (continued)
Five Six Sigma SPC Teams 

improvements to minimize reimprove quality trends in a wLean/Six Sigma initiatives cobenefits with cumulative labothe 11- to 13-percent rangecombined with BPT initiative13,000 fewer build hours foBuy Production Contract (wh

From left to right: Givens, Secretary, Department of EnvQuality; Jeffrey IrbRebecca Jordan, LAbadie, L-M; RichaHammant, Legacy Daniel Swords, L-MWall, L-M; Mike FoGovernor of Louisi

Utilizing existing equipment, Prcut costs by automating super-First part results: 8in machining time

Increased P

42

MARSHALL SPACE FLIGHT CENTER

External Tank

In 2002, the ET Project, including its industry partner, Lockheed Martin,

implemented changes toenhance its productionprocesses. These changes

increased producibility,

reducing cycle time and cost while increasing overallreliability of the hardware. 

Specific steps taken to increase producibility included

substituting Al 2219 for Al 2195 on domes and ogivestructures. In conjunction with this change, the ET Projectcombined the current fusion welding process for domesand ogives with the implementation of friction stir welding(FSW) for Al 2195 barrels. FSW IN PRODUCTIONThe ET Project developed and implemented a revolutionarywelding technique that vastly simplifies and greatly enhancesthe strength and quality of the ET’s welded joints. FSW is asolid-state welding method that joins two members throughfrictional forces combined with forging pressures. Since theexisting ET welding tools could not be readily adapted toaccommodate these new requirements, new tools weredesigned and built to allow for the structural loadsassociated with FSW.

This year, the ET project achieved a critical milestone in the

FSW project when we activated the first of two FSW tools.These tools are being used to weld the longitudinal barrelwelds for both the hydrogen and oxygen tanks. The first toolwas activated in late October and is currently welding ET flighthardware. The second tool will be activated in January 2003. 

The result of this process change has been nothing less

than remarkable! To date, the welds made with FSW arevirtually defect-free and are approximately 48 percent strongerthan previous fusion weld techniques were capable ofachieving. Additionally, the actual welding time has been cut inhalf due to the robustness of the process and the reducednumber of welding passes. The result is a safer, more reliablewelded joint for the space shuttle’s ET. 

The FSW Project has been a major success for the

Shuttle Program by achieving all of its technical objectives,schedule projections, and cost targets.

LEAN/SIX SIGMA AND BUILD PROCESSTEAMSIn 2002, NASA and Lockheed Martin continued theiraggressive plan to implement Lean/Six Sigma and BuildProcess Teams (BPT) in manufacturing. Lean/Six Sigmafocuses on reducing/eliminating defects and taking variablesout of the process, thus making the process morepredictable and improving overall quality of the product.BPTs have been established in 41 manufacturing workcenters and consist of technicians, inspectors, supervisors,and essential technical support personnel. Each BPT ischartered to improve quality, safety, cost, and scheduleperformance within the work center. Over 1000 employeesare assigned to BPTs.

Jerry W. SmelserManager, External Tank

Increased Producibilityand Reliability WithFriction Stir Weld andLean/Six Sigma

Friction stir welding process schematicFriction stir weld in process on training unit

FSW Tool

Advancing

Side

Retreating

Side

FSW

Tool Weld

Direction

Direction

of Tool

Rotation

Base Metal

Steel Anvil

Weld

Direction
Major test accomplishmen

■ Successful demonstrati

as a new nozzle joint th

■ Successful demonstrati

design for Nozzle Joint 5skip and plastic deform

■ Demonstration of rayon 

enhancements designed throat pocketing

■ Evaluation of several ray

24-INCH SOLID RIn past years, the modified Nlarge subscale test vehicle avalidation of material changefull-scale static testing. The was recently developed as a nozzle and insulator componmodified NASA motor. The Sapproximately 90 percent of motor provides at roughly on

In developing the SRTM, p

design of the aft dome and sprovide flow similarity with thenvironment. The result is a heating and erosion environmaft dome and nozzle entrancinsulation and nozzle materiaonly subscale test motor capto simulate slag pooling in th

To date, static tests condu

Center have supported a vardevelopment of CFR for RSRaft dome candidate insulatiorayon replacement project m

Recent Enh

Propellant Wt. (lb) Throat Dia. (in.) Burn Time (sec) RSRM Flow Similarity Nozzle Down Testing 

44

MARSHALL SPACE FLIGHT CENTER

Reusable Solid Rocket Motor

Several enhancements have been recently incorporated into

processing of the space shuttleReusable Solid Rocket Motor(RSRM). These enhancements

are significant because of theirimprovements in risk reduction

as well as personnel and hardware safety.

Safety continues to be a principal focus in the manufacture

of the Space Shuttle Program’s RSRM. This is reflected in thejob-related accident rates at ATK Thiokol Propulsion(Promontory), which have been well below the rates forsimilar industries.

ATK Thiokol Propulsion (Promontory) reached a number of

significant safety milestones this past year. The Final AssemblyWork Center surpassed 2,000,000 hours or 8 years without alost time accident. In addition, the Quality AssuranceDepartment completed over 1,000,000 hours or 1.3 yearswithout a lost time accident. Because of the low accidentfrequency rates, ATK Thiokol Propulsion received the followingawards this past year:

■ Occupational Hazards Magazine (November 2001

Issue) “Champions of Safety” award for CY 2001

■ Utah Labor Commission’s “Workplace Safety Award for

Self-Insured Employer”

PROCESS AUTOMATIONAutomating critical flight hardware processes offerssubstantial returns regarding hardware acceptability andreliability. For metal parts, where flaw detection is imperativeand refurbishment damage must be minimized, theautomated eddy current inspection and grit blast processesoffer great improvement. 

The automated eddy current inspection system is an

electronic sensor-based inspection capability that will replacecurrent visual-based, manual, nondestructive evaluation.Benefits include minimizing human inspector variability andsubjectivity, and digital evaluation of indications. Testing of thenew system is nearing completion. Implementation of the newsystem is planned for later this year.

Current manual glass bead cleaning operations have

inherent safety and ergonomic hazards, including workingdirectly with high-pressure equipment. Additionally, the

hardware is at risk due to human variability and operatortechnique, which contribute to inconsistent repeatability andexcessive material erosion in critical features. New automatedrobotic systems are undergoing checkout and testing. Allsystems will be qualified for flight hardware in 2002.

RSRM Test and Component DevelopmentAccomplishmentsFULL-SCALE RSRM TEST MOTORSDuring the past year, the RSRM Project completed severalmajor milestones in efforts to improve RSRM designrobustness and address future obsolescence issues. Acornerstone of these initiatives was the successful static-testof engineering test motor 2. The Engineering Test MotorProject is an ongoing initiative to test in full-scale thosedesign elements that are not yet ready for certificationtesting or are exploring “fault tolerant” performancecharacteristics. The RSRM Project’s second full-scaleengineering test motor was static-tested November 1, 2001.

Michael U. RudolphiManager, Reusable SolidRocket Motor

Solid Rocket MotorSafety, Ergonomic,and ReliabilityEnhancements

Automating critical flight hardware processes offers substantialreturns regarding hardware acceptability and reliability. 
Investmentcastings –no welds

Stiff rotorsystem

BLOCK II 

Engines are tested for flight acSpace Center in Bay St. Louis, 

T he development history of the SSME and results of probabilistic risk

assessments are consistentin indicating that the highpressure turbopumps are thelargest contributors to SSMEcatastrophic ascent risk. TheAdvanced Health ManagementSystem (AHMS) Phase 1,when implemented, will reducethis risk 23 percent by providing

a reliable turbopump vibrationredline capability. 

AHMS Phase 1, which consists of upgrades to the existing

Block II SSME controller, made substantial progress in 2002.The three new AHMS circuit card designs were successfullyfabricated, assembled, and integrated into two flightconfiguration controllers. The first of these units is to beginqualification testing in November; the second will be used forengine hot-fire certification testing at Stennis Space Centerbeginning in April 2003. SMME also completed developmentof the AHMS digital computer unit flight software in 2002.The rigorous verification and validation efforts for this softwarebegan on schedule in August and will continue through 2003.The first four flight SSME controllers to receive the AHMSupgrade have been removed from fleet service and are in theprocess of being retrofitted. The project remains on scheduleto support first flight in June 2004, while maintaining its fullbudgetary reserve for future unforeseen problems.

SSME BLOCK II HIGH-PRESSURE FUELTURBOPUMP FULL IMPLEMENTATIONSSME has completed the full implementation of the Block IIHigh-Pressure Fuel Turbopump (HPFTP/AT) into flight. TheBlock II HPFTP improves the engines’ reliability, safety margins,and life, and reduces maintenance and overhaul costs.Incorporating the Block II HPFTP improves the reliability of theSSME 28 percent, relative to the previous design. Extensiveuse of investment castings eliminated 469 welds andeliminated all flow path sheet metal shielding. An improvedbearing design completely eliminated wear issues andincreased the load capability for rotor support system. Therotor system is very stiff and, with improved balancingtechniques, the synchronous vibrations are reduced by a factorof 2 to 4. A single-piece rotor and disk along with robustbearings result in a turbopump that is very tolerant to damage. 

Beginning with STS-110 on April 8, 2002, all three

engines flew as the Block II configuration, which includedthe new Pratt and Whitney HPFTP/AT. All flights subsequentto STS-110 have been Block II and will be in the future. Todate, all flown Block II HPFTP/ATs have performed flawlessly.

MARSHALL SPACE FLIGHT CENTER

Space Shuttle Main EngineGeorge D. Hopson,Manager, Space ShuttleMain Engine

A technician performs his work within the 7.5-footdiameter SSME nozzle.

Each SSME produces approximately 500,000pounds of thrust and runs until the shuttlereaches orbit at 8.5 minutes.

46

More Robust – GreaterSafety Improvements
Each booster has two IEAs – onassembly and one mounted exto the ET.Close-up view of IEA shows intProductivity 

48

MARSHALL SPACE FLIGHT CENTER

Solid Rocket Booster

Collaborators between Marshall Space Flight Center and United Space

Alliance (USA) determined thata design change on the aftattach struts of the shuttle’sSRB could reduce costs and

mission risk. 

Each SRB is attached to the

ET by a single forward bolt and

by three aft attach struts. These struts are critical hardware,which must function as designed to ensure successful, safe,and reliable launch of and separation from the spaceshuttle. Each attach strut contains a separation bolt.Approximately 2 minutes after liftoff, these bolts arefractured by pyrotechnics and allow the SRBs to separatefrom the shuttle. 

The evaluation of the aft strut design loads determined

that the mean bolt strength could be reduced, resulting ina significant decrease in mission risk.

According to the study, optimizing the mean bolt strength

and trading “failure to separate” risk against “prematureseparation” risk realizes a 27 percent decrease in SRBmission risk. Consequently, reduction in time and hardwareexpenditure during the build and test of each lot will realizeschedule improvements and cost savings.SRB INTEGRATED ELECTRONICSASSEMBLY SUPPORTABILITY UPGRADEThe SRB Project has initiated an effort to maintain safetyand integrity of the shuttle by updating the SRB integratedelectronics assembly (IEA). The IEA is a “black box”approximately one foot square by four feet in length,weighing almost 200 pounds. Each booster has two IEAs –one mounted inside the forward assembly and one mountedexternally on the ring that attaches to the ET. They serve as aconduit between the orbiter and the boosters to distributepower, provide data transmission, and route commandsignals. Critical IEA functions include operating the booster’sthrust vector control system, separating the boosters fromthe shuttle vehicle, and initiating the recovery sequence(including parachute deployment).

The SRB IEAs were originally designed in the 1970s with

a design life of ten years and were qualified for 20 flights.Currently, the average IEA has had 11 flights and is 18

years old. The operating environment is harsh – withrigorous in-flight vibration, impact shock when the boostersland in the ocean at 60 mph, and exposure to salt waterduring the 24- to 48-hour booster recovery operations.Since it is mounted externally, the aft IEA, in particular,receives full exposure to these environments.

The IEA Supportability Upgrade addresses concerns

related to increasing repair and maintenance of the wiringharness assemblies. These harness assemblies compriseover 2000 individual wires that, if laid end to end, wouldstretch approximately 0.8 mile in length. An increase incertification test failures can be attributed to the multipleuses, repetitive handling operations, and associatedcumulative damage that these harnesses have experienced.As a result, the harnesses are the highest IEA supportabilityconcern. Replacing the internal IEA wiring harnessassemblies will mitigate these concerns.

The IEA Supportability Upgrade will increase reliability

while reducing repair and maintenance, thereby ensuringthat the IEA will continue to meet Program goals. 

Alex A. McCoolActing Manager, SolidRocket Booster

SRB RequirementsChange ReducesCost and Risk

SRB/ET

Aft Attach Struts

Each SRB is attached to the ET by a single forward bolt and bythree aft attach struts.
FREDRICKSBURG 

ROCKETRY PROGRIn the rural and ranch com

Texas, west of San AntonFredericksburg High Scho

scratch), developing, buildingin an innovative aeroscience existence for the last 6 yearsimportance of project managscheduling, communicationssafety, and, especially, frugalimited budget. 

In this community effort, lo

volunteer support, fabricating Engineers volunteering from Center, Marshall Space FlighWhite Sands Missile Range, several aerospace companietechnical consultation for va

The program’s success is 

received a letter of congratuacknowledging their accompCongress recognized their achigh school students to build that broke the sound barrierInstitute of Aeronautics and Research Committee recognpropulsion system using hydand nitrous oxide that could within their high school facil

SPACE SHUTTLE P

Outreach 

The U.S. Congress has recognFredricksburg High School Rochigh school students to build abroke the sound barrier.

Solid Rocket Booster (continued)

LARGEST KSC HAZARDOUS WASTEELIMINATEDDuring the past year, the SRB Project has made tremendousstrides toward eliminating hazardous waste. The current inuse alodine was replaced with a new, environmentallyfriendly alodine, which also significantly reduces risks forpersonnel safety and health. Alodine is a chemical primerput on large and small metal parts before applying paintand/or a thermal protective coating. Using the new alodineeliminates toxic metal, which its predecessor contains.Because alodine rinse water is the largest hazardous wasteat KSC and constitutes 25 percent of the overall USAFlorida waste and more than 40 percent of the SRBelement waste, this replacement virtually eliminates thehazard. This reduction exceeds USA’s and the federalgovernment’s goals. In FY 2000, NASA spent more than$25,000 on off-site disposal for this waste.

This change also greatly reduces the risks to potential

employee exposure, fire hazards, and liability associatedwith environmental contamination. The change alsoeliminates regulatory burdens on tank certification,compliance inspections, and environmental reporting.

NASA and USA partnered to qualify this material, which

will have application in public and private sectors.SRB RETRIEVAL OPERATIONS SAFERThe SRB Project requested and received funding this year fromShuttle Program IES to incorporate safety upgrades into thetwo SRB retrieval ships and to diver equipment. In oneupgrade, a NITROX system was installed that allows moreoxygen in the air that the divers breathe, thus decreasing therisk of decompression illness. A pneumatically operated,enhanced, diver-operated plug (EDOP), which increases diversafety during underwater operations, was also upgraded. TheEDOP is used to install a plug in the SRB nozzle, which is100 feet under the water during the installation. 

Air is then pumped into the SRB, allowing it to go from a

vertical position in the ocean to a log-like horizontal positionnecessary for towing the SRB back to KSC for refurbishmentand reuse. In addition to these enhancements, state-of-theart dive equipment was purchased and several safetymodifications were incorporated on both ships.MARSHALL SPACE FLIGHT CENTER

SRB retrieval ship.Divers installing EDOP.

50
The Space Shuttle Endeavour 

creating billows of smoke and on its way into space for missSTS-111 to the International SStation. The image was photofrom the rear station of a ShuTraining Aircraft, which flies nelaunch area for weather monitand other support to the missliftoff phase.

to gain knowledge and work experience on the Space ShuttleProgram through practical applications of specific objectiveswithin their desired field of study. Both summer and yearround internships were sponsored. In turn, the companygained benefits by supplementing employee resources whilepreparing the student for the possibility of future employmentat the company. This program provided interns with financialbenefits, tools, knowledge and experience needed to besuccessful in today’s professional arena.SRB FAMILY COMMUNITY OUTREACHThe SRB Project family includes individuals working at bothNASA and USA, and in both Huntsville and Florida. Thetime, effort, and money raised to support worthy projects isenormous. During the past year volunteers raised $39,000to build a Habitat for Humanity house for a needy family inBrevard County and spent more than 440 hours buildingthis home. Other humanitarian efforts included filling a 2-1/2 ton truck with “Toys for Tots” in support of the U. S.Marine Corps; providing a “complete Christmas” for fivepeople in a local nursing home; supporting SpecialOlympics; painting and constructing an athletic field forCombined Federal Campaign Community Service Days,CASA (Care Assurance System for the Aging andHomebound), and Sandi Childer’s Ovarian Cancer Benefit.Our family enjoys “reaching out” and understands the truemeaning of “it is better to give than receive.” 

DISTRESSED DIVER RESCUED BYRETRIEVAL SHIP FREEDOM STAR

On September 11, 2002, the SRB retrieval ship FreedomStar was approximately 20 miles offshore conducting cranecertification training when The Coast Guard requested thatthe Freedom Star respond to a distress call from an amateurdiver in the area. Coincidentally, a USA diver medicaltechnician was on board training to be a crane operator. Afterconsultation with the Diver’s Accident Network and the KSCphysician, and evaluation by the diver medical technician, thediver was placed in the decompression chamber aboard theFreedom Star. Upon arrival in Port Canaveral, the diver wasairlifted to Holmes Regional Medical Center for treatment.

The Student Internship Program at ATK Thiokol provides internswith financial benefits, tools, knowledge, and experience neededto be successful in today’s professional arena.

52

SRB retrieval ship Freedom Star.

The SRB Project family raised funds and built a Habitat forHumanity house for a needy family in Brevard County, FL.

Outreach Activities (continued)

SPACE SHUTTLE PROGRAM