NASA Scientific and Technical Aerospace Reports

these challenges, we intent to support our customers in the "war on cost" by achieving significant productivity
improvements in our internal operations, without sacrificing the high technological performance and quality of our products
and services. Our past performance on government space system contracts shows that while constantly on the cutting edge of
technology, our systems meet their required orbital performance goals for periods well in excess of contractual lifetime
requirements. Ninety percent of the spacecraft we have built and launched for the government over the past twenty years have
outlived their design lifetimes.
Derived from text
Productivity; Cutting; Employee Relations; Morale
20040070852 Office of the Assistant Deputy Under Secretary of Defense for Research and Engineering (Production
Support), Washington, DC, USA
Productivity Improvement in the Acquisition Environment
Mittino, John A.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 83-94; In English; See also 20040070839; No Copyright; Avail: CASI; A03, Hardcopy
This paper discusses DoD efforts to improve defense contractor productivity as a way to reduce acquisition costs. It
provides a perspective on the magnitude of the challenge and examines the unique aspects of the environment that exists. The
paper surveys and describes the broad range of initiatives, program, and activities under way aimed at fostering productivity
improvement in the acquisition environment.
Author
Productivity; Cost Reduction; Armed Forces; Acquisition
20040070854 Mead Corp., Dayton, OH, USA
Making the "Z" Concept Work
Joiner, Charles W.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 119-125; In English; See also 20040070839; No Copyright; Avail: CASI; A02, Hardcopy
There are no magic machines, no secret formulas for success. Excellence in any business enterprise simply requires the
cooperative effort of many people through organized activity. Today I cannot offer you any startling new discoveries, but I can
tell you how I made the proven theories work. Leading change in an organization to achieve excellence is not complicated;
it is |ncredibly simple.The basic principles of Tl_ory Z are as follows: Long term employment; Relatively slow process of
evaluation and promotion;Broad career paths; Consensus decision asking; Implicit controls with explicit measurements; High
levels of trust and egalitarianism; and Wholisttc concern for people.
Author
Management; Incentive Techniques
20040070855 Detroit Diesel Allison, Indianapolis, IN, USA
Are Incentives Right for US White Collar Organizations?
Wallace, F. Blake; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 191-194; In English; See also 20040070839; No Copyright; Avail: CASI; A01, Hardcopy
In response to the workshop’s objective - to explore challenges and problems which may impede white collar productivity
- attention is directed to the effectiveness of white collar efforts and the creative results which they achieve. Tendencies in our
current management systems may place undesired incentives of short- vs long-term emphasis on strategies and investments,
or may stifle risk taking, creativity, and entrepreneurship. These management practices are discussed, as are avenues for
continuing the progress currently being made in U.S. organizations.
Author
Industrial Management; Management Methods; Incentives
20040070856 Federal Express Corp., Memphis, TN, USA
Getting Organizations to Accept New Ideas/Technology "The Federal Express Experience"
Manske, F. A., Jr.; NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and
Industry; [1984], pp. 143-155; In English; See also 20040070839; No Copyright; Avail: CASI; A03, Hardcopy
There are two types of change which occur within an organization. The first is ‘social change,’ which relates to how the
people affected by a change think it will alter their established relationships in an organization. An example would be
reassigning employees to new work groups away from their friends or close associates. For many employees, the enjoyment
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