REG NASA-LLIS-1140--2000 Lessons Learned Space Shuttle Program Workforce Qualification.pdf

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1、Lessons Learned Entry: 1140Lesson Info:a71 Lesson Number: 1140a71 Lesson Date: 2000-02-01a71 Submitting Organization: HQa71 Submitted by: David M. LengyelSubject: Space Shuttle Program/Workforce/Qualification Description of Driving Event: Workforce Attrition Driving the Use of Less Experienced Perso

2、nnelLesson(s) Learned: Due to attrition of experienced personnel, NASA and its contractors are assigning more newly trained personnel to Space Shuttle operations tasks. This has led to concerns in the workforce regarding the qualifications of some newly-assigned personnel.Recommendation(s): NASA and

3、 its contractors must ensure that their training, certification, and task assignment processes are such that only suitably qualified engineering and technical personnel are performing Space Shuttle operations. Any training and licensing program to certify new personnel must include both testing of a

4、cquired skills and demonstrated proficiency on the assigned task.Evidence of Recurrence Control Effectiveness: NASA concurs with the ASAP recommendation. NASA and the contractor agree that demonstrated proficiency for operational tasks is a key factor to safety and success. NASA and the contractor r

5、ecognize the direct relationship between personnel proficiency and flight safety, and this is reflected in the training, certification, and operator assignment processes implemented by both NASA and contractor. For ground operations involved in processing and operating the Space Shuttle systems, all

6、 newly hired contractor personnel are provided applicable training for security, safety, and the critical skills required for the area and system of their assignment. In addition to this general training, contractor personnel begin their orientation by becoming familiar with procedures, drawings, Pr

7、ovided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-physical surroundings, etc. Once they have an understanding of these requirements, they accompany other experienced, skilled personnel on the job performing formal and informal on-the-job-training (OJT).I

8、n addition to the certification provided upon the successful completion of OJT, engineers must also complete Stand Board examinations for critical systems. Processing tasks are assigned based on the experience level of the employee. Processing tasks are not all equally critical, and newly-certified

9、personnel are generally assigned to low criticality tasks. This allows the more experienced personnel to focus on critical tasks. Employees are required to be recertified on a regular basis. The recertification involves varying degrees of proficiency testing based on the functional criticality of th

10、e task.The concerns and needs for assuring that the contractor workforce has the appropriate skills and proficiency to perform Space Shuttle processing responsibilities are applicable to the NASA civil service workforce as well. Training plans are defined for all entry-level technical positions with

11、in NASA Shuttle Processing. These plans include both formal classroom training and OJT packages required for the performance of the NASA Space Shuttle operations role. Newly-hired or transferred personnel are required to accomplish this training prior to performing unsupervised engineering or techni

12、cal tasks. The supervisor is responsible for assuring that the training has been accomplished and adequate proficiency has been demonstrated. There is also continuous involvement with critical task surveillance, out-of-family disposition, and NASA-retained functions to maintain the critical skills o

13、f the workforce. While the level of direct NASA involvement has decreased with the planned transition of more responsibility to the contractor, NASA Shuttle Processing has increased its focus on simulation training to augment the need for engineers to maintain their knowledge of systems performance

14、and operations. Increased utilization of Tier 3 training (integrated simulation training) has been implemented. Tier 1 (single system) and Tier 2 (multisystem) simulation training is also being planned to ensure proficiency. Requirements definition for system development is now complete for Tier 1/T

15、ier 2 training, and implementation plans are in work.In the flight operations area of Space Shuttle support, the Mission Operations Directorate and USA have jointly defined and documented training and certification criteria for all personnel assigned to mission-critical functions. These plans are ba

16、sed on the position requirements and criticality of the assigned position. The training and certification plans and processes are unique for flight designers, training instructors, and flight controllers. Personnel are not assigned mission-critical responsibilities without having executed formal tra

17、ining and certification plans, as well as successfully demonstrating the capabilities consistent with the level of responsibility required by the position. Extensive use of simulations for mission control teams and individual operators is used in both the initial certification and the continuous pro

18、ficiency training of flight control operators. Experience level is a critical part of successful flight operations. To ensure that training, certification, and task assignment processes are such that only qualified personnel are performing Space Shuttle operations, NASA uses trending and root-cause

19、analysis of quality and safety occurrences to indicate those traceable to training processes. This approach allows for a continuous assessment of the process of providing qualified personnel for performance of Shuttle processing and operations.Provided by IHSNot for ResaleNo reproduction or networki

20、ng permitted without license from IHS-,-,-USA has a performance management program to:1. Ensure communication between the employee and management2. Ensure that responsibilities and expectations are clearly understood3. Review employee job performance4. Make recommendations to improve employee job pe

21、rformance5. Establish a record of the performance achieved by each employee.This performance management program is an ongoing process of planning, coaching, and reviewing. Management meets with each employee to discuss and establish individual objectives, including training, each year, and agree on

22、how employee success will be measured.Documents Related to Lesson: N/AMission Directorate(s): a71 Space Operationsa71 Exploration SystemsAdditional Key Phrase(s): a71 Administration/Organizationa71 Aerospace Safety Advisory Panela71 Human Resources & Educationa71 Policy & PlanningAdditional Info: Approval Info: a71 Approval Date: 2002-02-25a71 Approval Name: Bill Loewya71 Approval Organization: HQa71 Approval Phone Number: 202-358-0528Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-