How can employees design programs that bring about
critical state change in the think and do process?
NASA's Langley Research Center
in Hampton, Virginia, a world-recognized leader in aviation research,
was facing a time of budget reductions and deteriorating facilities which resulted
in inefficient systems. In a time of severe budget cuts, where could employees
find the resources needed to propel reinvention? They recognized time was running
out. They needed to develop a workable plan to increase both productivity and
quality if they were to remain viable and preserve their world class facilities.
At an MG Taylor facilitated DesignShop® session, NASA participants
designed a method of operating more effectively in less time and with fewer
people. They participants emerged with an entirely new model than the "answer"
they had brought to the event. What they came up with was no center,
roles driven by projects, a cluster organization, and an aerospace alliance
the opposite of the earlier plan.
Soon after the DesignShop event ended, the plan was put into action,
and Langley saw a reinvestment in its wind tunnel operations and facilities.
Employees directly addressed the issues and redesigned the systems surrounding
their work. Langleys Navigation Center, an MG Taylor designed and built
environment, facilitates continued improvement, using MG Taylor tools and processes
in the environment.
"We use our Navigation Center to help us work on everything
from day to day affairs to our long-term planning and strategy decisions."
Dave McCurdy, NASA Wind Tunnel Engineer & Navigation
Center Environment KnowledgeWorker
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