“This excellent summary of an important part of NASA’s history is recommended for all readers.” —Choice In Faster, Better, Cheaper: Low-Cost Innovation in the U.S. Space Program, Howard E. McCurdy examines NASA’s recent efforts to save money while improving mission frequency and performance. McCurdy details sixteen missions undertaken as the twentieth century drew to a close—including an orbit of the moon, deployment of three space telescopes, four Earth-orbiting satellites, two rendezvous with comets and asteroids, and a test of an ion propulsion engine—which cost less than the sum traditionally spent on a single, conventionally planned planetary mission. He shows how these missions employed smaller spacecraft and cheaper technology to undertake less complex and more specific tasks in outer space. While the technological innovation and space exploration approach that McCurdy describes is still controversial, the historical perspective on its disappointments and triumphs points to ways of developing “faster, better, and cheaper” as a management manifesto. “Readers interested in either the management or economics of complex organizations will find a wealth of material in this well-written exposition. Fans of space travel, like the author himself, will also enjoy the behind-the-scenes look at NASA’s operation.” —Enterprise and Society

The industrial revolution, mechanization, water and steam power, computers, and automation have given an enormous boost to manufacturing productivity. "Faster, Better, Cheaper" in the History of Manufacturing shows how the ability to make products faster, better, and cheaper has evolved from the stone age to modern times. It explains how different developments over time have raised efficiency and allowed the production of more and better products with less effort and materials, and hence faster, better, and cheaper. In addition, it describes the stories of inventors, entrepreneurs, and industrialists and looks at the intersection between technology, society, machines, materials, management, and – most of all – humans. "Faster, Better, Cheaper" in the History of Manufacturing follows this development throughout the ages. This book covers not only the technical aspects (mechanization, power sources, new materials, interchangeable parts, electricity, automation), but organizational innovations (division of labor, Fordism, Talyorism, Lean). Most of all, it is a story of the people that invented, manufactured, and marketed the products. The book shows how different developments over time raised efficiency and allowed production of more with less effort and materials, which brought us a large part of the wealth and prosperity we enjoy today. The stories of real inventors and industrialists are told, which includes not only their successes but also their problems and failures. The effect of good or bad management on manufacturing is a recurring theme in many chapters, as is the fight for intellectual property through thrilling tales of espionage. This is a story of successes and failures. It is not only about technology but also about social aspects. Ultimately, it is not a book about machines but about people!

divIn the decades since the mid-1970s, the Jet Propulsion Laboratory in Pasadena, California, has led the quest to explore the farthest reaches of the solar system. JPL spacecraft—Voyager, Magellan, Galileo, the Mars rovers, and others—have brought the planets into close view. JPL satellites and instruments also shed new light on the structure and dynamics of earth itself, while their orbiting observatories opened new vistas on the cosmos. This comprehensive book recounts the extraordinary story of the lab's accomplishments, failures, and evolution from 1976 to the present day. This history of JPL encompasses far more than the story of the events and individuals that have shaped the institution. It also engages wider questions about relations between civilian and military space programs, the place of science and technology in American politics, and the impact of the work at JPL on the way we imagine the place of humankind in the universe./DIV

-How to start measuring the factors that are most critical to the success of the business and identify the metrics that express them. --

On 29 July 1958, President Dwight D. Eisenhower signed the National Aeronautics and Space Act, creating the National Aeronautics and Space Administration (NASA), which became operational on 1 October of that year. Over the next 50 years, NASA achieved a set of spectacular feats, ranging from advancing the well-established field of aeronautics to pioneering the new fields of Earth and space science and human spaceflight. In the midst of the geopolitical context of the Cold War, 12 Americans walked on the Moon, arriving in peace “for all mankind.” Humans saw their home planet from a new perspective, with unforgettable Apollo images of Earthrise and the “Blue Marble,” as well as the “pale blue dot” from the edge of the solar system. A flotilla of spacecraft has studied Earth, while other spacecraft have probed the depths of the solar system and the universe beyond. In the 1980s, the evolution of aeronautics gave us the first winged human spacecraft, the Space Shuttle, and the International Space Station stands as a symbol of human cooperation in space as well as a possible way station to the stars. With the Apollo fire and two Space Shuttle accidents, NASA has also seen the depths of tragedy. In this volume, a wide array of scholars turn a critical eye toward NASA’s first 50 years, probing an institution widely seen as the premier agency for exploration in the world, carrying on a long tradition of exploration by the United States and the human species in general. Fifty years after its founding, NASA finds itself at a crossroads that historical perspectives can only help to illuminate.

Challenges the idea of "cheap" and examines the long-term consequences of excessive consumer choice and low prices.

The book offers important insight relevant to Corporate, Governmentand Global organizations management in general. The internationallyrecognised authors tackle vital issues in decision making, howorganizational risk is managed, how can technological andorganizational complexities interact, what are the impediments foreffective learning and how large, medium, and small organizationscan, and in fact must, increase their resilience. Managers,organizational consultants, expert professionals, and trainingspecialists; particularly those in high risk organizations, mayfind the issues covered in the book relevant to their daily workand a potential catalyst for thought and action. A timely analysis of the Columbia disaster and theorganizational lessons that can be learned from it. Includes contributions from those involved in the InvestigationBoard report into the incident. Tackles vital issues such as the role of time pressures andgoal conflict in decision making, and the impediments for effectivelearning. Examines how organizational risk is managed and howtechnological and organizational complexities interact. Assesses how large, medium, and small organizations can, and infact must, increase their resilience. Questions our eagerness to embrace new technologies, yetreluctance to accept the risks of innovation. Offers a step by step understanding of the complex factors thatled to disaster.