In general, both Vaughan (1996) and Perrow (1999) represent the human and technical reasons that cause the Challenger shuttle disaster, but they do not mention the aspects of project management regards to how to avoid accidents. Therefore, Deming (1986) agrees with Vaughan (1996), focusing on the human cause. He believes that industries can accomplish the project with high effectiveness and few deviations that they continue enhancing quality. Deming (1986) argues that even though errors and mistakes can be reduced by applying quality management methods and tools, they cannot be eliminated totally in the firms. Therefore, Deming’s (1986) 14 points of quality give guidelines for internal causes of the Challenger disaster from a quality perception
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Also, the organizational culture is an issue that leads the disaster. Employee apprehension causes people in NASA management resist to change the design. Due to the process of NASA management needs to continue improving the quality before the shuttle launches, the Deming circle (PDCA) could be used by NASA to improve standardized activities, and to continue improving of processes and the shuttle. The PDCA (plan- do-check-act cycle) is shown in Diagram 4. It is an iterative management method that contains four-step aiming to solve problems as well as implement new …show more content…
In his point of view, Collins (1999) reports that the catalytic mechanisms lead to a high performance and a development of a learning culture in Granite Rock. With regards to NASA management, it suggests that the catalytic mechanisms should be used until the end of the project, and the culture management is a core principle. This requires NASA management to choose the appropriate catalytic mechanisms, which could deal with the new cultural establishment. Therefore, NASA managers not only obey corporate culture, but also to understand it in order to make a better decision if any accident happens. It also indicates that NASA management could monitor suppliers more closely, which would encourage people to make more efforts in order to improve quality and the culture changes. On the other hand, one limitation of the culture change to improve the quality is that the top management needs to control the
Also, the organizational culture is an issue that leads the disaster. Employee apprehension causes people in NASA management resist to change the design. Due to the process of NASA management needs to continue improving the quality before the shuttle launches, the Deming circle (PDCA) could be used by NASA to improve standardized activities, and to continue improving of processes and the shuttle. The PDCA (plan- do-check-act cycle) is shown in Diagram 4. It is an iterative management method that contains four-step aiming to solve problems as well as implement new …show more content…
In his point of view, Collins (1999) reports that the catalytic mechanisms lead to a high performance and a development of a learning culture in Granite Rock. With regards to NASA management, it suggests that the catalytic mechanisms should be used until the end of the project, and the culture management is a core principle. This requires NASA management to choose the appropriate catalytic mechanisms, which could deal with the new cultural establishment. Therefore, NASA managers not only obey corporate culture, but also to understand it in order to make a better decision if any accident happens. It also indicates that NASA management could monitor suppliers more closely, which would encourage people to make more efforts in order to improve quality and the culture changes. On the other hand, one limitation of the culture change to improve the quality is that the top management needs to control the