By the end of the search process, 24 governors had paid visits to GM and 38 states had expressed interest. Spring Hill, Tennessee, was confirmed as the plant site on July 30, , and construction began in May The plant is a mile long and half mile wide, totalling four million square feet and consisting of four functional buildings: powertrain engine and transmission systems , body systems frames, exterior panels , vehicle interior systems interior trim , and vehicle systems final assembly.
The facilities' core team, which designed the layout, included employees at all levels. The team considered unique lighting requirements in different areas; placed restrooms and cafeterias conveniently; and designed a sophisticated roadway that separates truck traffic from pedestrians, decentralizes loading docks so materials arrive where they are needed, and ensures that no one walks more than five minutes from parking lot to work.
As controlling labor costs was crucial to competing with the imports on a cost basis, cooperation with the UAW was an important factor. The competitive environment spurred both sides to work together on improving the prospects for American car manufacturing.
It reduced the number of job classifications, allowed unprecedented flexibility in job content, eliminated work rules, and set pay rates at 80 percent of the base rate at other GM plants with the difference made up in performance incentives.
All Saturn workers were salaried and participated in a "risk-reward" system in which they lost 20 percent of their pay if the company did not reach common goals e.
Each team managed its own budget, inventory, and hiring. Training was an important part of Saturn's human resource strategy. Workers spent between and hours in training to become "job-ready. Workers were acclimated to Saturn's philosophy through core courses on conflict management, consensus decision making, and team dynamics. They also received specialized technical training on machinery, parts quality, and working with vendors.
The training program sought to promote teamwork, self-direction, initiative, and responsibility. In , Saturn's success in managing human resources could be measured by the lowest absentee rate in the industry: absenteeism at Saturn was 2.
As other elements of the company were being developed, product development staff were working on the cars. The first demonstration vehicle was completed on September 15, Although Saturn was a "no year" project it had no set launch date , GM chairman Roger Smith was determined to begin production before he retired. He drove the first car off the production line on July 30, , one day before he retired and turned the reins over to Robert Stempel.
The first truckload of Saturns was sent to dealers in California on October 11, By November the company garnered several awards, including the Popular Science " Best of What's New in Automobiles" and an award from the Society of Plastics Engineers for its thermoplastic door panel.
In June the first exports went to Taiwan. Annual production quickly reached , units, and buyers were lined up on waiting lists, but the company was still losing money. By Saturn expected to raise production to ,, allowing the company to turn its first profit; the product line included seven models of sedans, coupes, and wagons. In developing parts and manufacturing processes, Saturn employed Product Development Teams PDTs consisting of manufacturing engineers, finance staff, materials managers, quality engineers, and UAW technicians.
The teams decided what materials to stock and evaluated prospective suppliers for quality, price, and efficient organization. In keeping with the "complete job-focus" philosophy, a part was manufactured from start to finish in one place. Ergonomics was another important consideration. Equipment, which was "low-tech and people-oriented," was chosen by its users and frequently adjusted to individuals. Whereas workers must crawl inside the vehicle to work on the cockpit of most cars, Saturn cockpits were assembled in a fixture that can be rotated for the comfort of the individual worker.
A skillet system allowed workers to ride on a moving platform with the car as it moved down the assembly line. While the basic system was copied from GM's Opel facility in Germany, Saturn widened the platform and turned the cars sideways, saving 40 percent in floor space. In the engine and transmission area, lost-foam casting was used on a large scale for the first time, providing casting precision, flexibility, material savings, minimal tool wear, and reduced machining.
In making trim, plastic colors were mixed at the injection molding machine, reducing change-over time and costs.
Other innovative production methods included an environmentally sound waterborne paint process and a method of testing transmissions with air rather than oil. Marketing was another central issue at Saturn. The first marketing customer clinic was held in San Francisco in March , five years before production began.
The car itself was designed to be adaptable to changing consumer preferences. Whereas older cars depend on exterior panels for structural strength, Saturns are structurally based on a strong "space frame" to which the exterior "skin" is attached, allowing for quick style changes.
Saturn's marketing philosophy was concerned with bringing in "plus business" non-GM buyers. A large percentage would live on the West Coast and 50 percent would be college graduates.
The Saturn Marketing Planning Team incorporated the ideas of 16 dealers representing 25 manufacturers. Led by Donald Hudler, the team studied distribution methods of 30 major U.
MAA set up "territories" to be handled by individual franchised dealers. Saturn sought the consistency of service lacking in the GM dealer network. In early dealers were invited to apply for franchises. Saturn dealers were trained in low-pressure sales and were encouraged to pay salaries rather than commissions. The strong demand for the car, coupled with significant dealership control over territory, enabled Saturn dealers to average twice the unit sales volume of other car dealerships. Don't forget to share this post in your social media handles to enrich everyone's knowledge!!!
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Facebook Page. Popular Posts In last few days. September 18, Follow this Website for latest Updates. The S-IVB stage had undergone a successful static firing the previous month, on June 20, as scheduled for a mainstage duration of approximately seconds.
S-IU assembly previously scheduled for completion on June 26 was delayed to July 10 because of shortage of assembly supplies, including lack of some distributors. S-IB was undergoing post-static modification and repair. Fabrication of S-IU had been completed June 21, , and assembly operations were in process.
On July 11 the first and second stages of the second Saturn V booster were mechanically mated at KSC in preparation for the AS unmanned mission to test the Apollo spacecraft's reentry heat shield. The third stage was added on July 13 and instrument unit on July Report, July Dec. Saturn transportation personnel found themselves unusually busy in the middle of July. The one-million-pound-thrust S-II made the voyage aboard the U. Previous shipments of the engines had been made by specially adapted aircraft.
It consisted of links connected by powered hinges, which could be remotely controlled from either end of the device. One end would be connected to the spacecraft, and one would be free. Small versions of the device could be powered by hand pump or batteries; larger versions, by electric motors.
Boeing, prime contractor for the 7. Boeing would begin acquiring such items as propellant ducts, liquid oxygen tunnels, and fuel tank components for the 16th and 17th stages. The contract would expire on January 1, MTF personnel static-fired the first and second flight versions of the S-II in the previously completed A-2 test stand December 1 and 30, , and April 6 and 15, After checkout of the A-1 stand and the S-II-3 stage, schedules called for the rocket to be static-fired for the normal "burntime" of six minutes.
During that time the stage's five rocket engines were expected to develop one million pounds of thrust as they would in space. Memo, Harry H. Gorman, Dep. Dir, Adm. Van Staden, Dir. Mohlere, Asst. The test demonstrated the operational readiness of the test complex, the S-IC-T stage, and the ground support equipment.
It also provided training for KSC launch crews and demonstrated the launch integrity of the Saturn V liftoff switch. Report , July-Dec. Boeing conducted the test program at MSFC under the direction of MSFC engineering personnel, the latter providing test criteria and monitoring of effort. Initial dynamic tests had started with the first stage of the Saturn V. Subsequent tests included the second and third stage, instrument unit, and the Apollo spacecraft.
MSFC made several slight modifications to the space vehicle as a result of the dynamic program. These tests included determination of the bending and vibration characteristics of the complete vehicle.
Tests were carried out in a foot-high tower in the Center's Test Laboratory. Under this arrangement Chrysler's fee was judged according to the quality and timeliness in which Chrysler accomplished its work. Chrysler's major responsibilities also included flight technology, guidance and control, and propulsion systems engineering.
Chrysler would also provide systems analysis, and documentation services. The contract would be effective through April In the aerospike engine a doughnut-shaped combustion chamber discharges gases against the surface of a short center cone.
This contrasts with conventional rocket engines in which gases are expanded inside long, bell-shaped nozzles. The concept for the aerospike engine resulted from studies of unconventional engines undertaken by MSFC. Early designs called for the engine to be about eight feet in diameter and four and one-half feet high, about 50 percent shorter than conventional bell nozzle engines. Work on the aerospike engine was at Rocketdyne's Canoga Park, California, plant and at field laboratories.
Contract completion date was scheduled for May 31, The chamber was first tested in May of Post-test investigation revealed that there had been an inadvertent indication of "fire" caused by improper wiring of the fire detection monitor.
Despite several problems, the test was considered satisfactory with all major objectives having been achieved. The rocket and its mobile launch platform and tower, weighing Workmen secured AS over the flame trench within approximately four hours after it had reached the launch pad. Then on August 28 workmen at KSC placed the nine-million-pound mobile service structure around the foot-tall vehicle, providing work platforms and other access during the seven weeks prior to launch date.
AS ready for rollout to pad 39A AS, Apollo 4, moves up the incline to top of pad 39A Authorization and funding to procure long-lead-time hardware for these stages had been given previously, during the first quarter of Purchase of these five stages completed the S-II requirements for the 15 Saturn V launch vehicles approved for development in the Apollo program.
The S-II-3 stage fired for approximately 65 seconds during its first acceptance test, September Primary objectives that were achieved included qualification of the A-1 test stand flame bucket and demonstration of the stage, stand, and control room compatibility.
Special objectives that were accomplished included evaluation of the slow chill of the liquid hydrogen tank, achievement of a 3,gallon-per-minute maximum LOX fill rate in the fast-fill mode, and verification of the liquid hydrogen fast-fill and over-fill sensors. The S-II-3 stage underwent a full-duration seconds static firing on September 27 with termination automatically initiated by LOX depletion.
The firing demonstrated the functional integrity of the stage under static firing conditions and verified that the stage met specified acceptance test requirements. Delivery would begin in April and end in May Included were stage receipt, checkout, launch, and launch evaluation. Boeing had submitted a proposal on July 3 and an adjusted proposal on September 20 covering the necessary supplies and services for fabrication and delivery of the stages.
The investigation involved dumping gallons of super-cold liquid nitrogen LN through a "dead" or inactive J-2 rocket engine. Conducted at a simulated ,foot altitude, this dumping experiment would pave the way for astronauts to move inside an orbiting stage and use tanks as living quarters for a space station.
Troubles with ground support equipment had stalled the countdown rehearsal. Once rehearsal was finished, engineers would evaluate results and set the date for the unmanned launch. Samuel C. Phillips, Apollo Program Director, announced on October 26 that the first flight test of Saturn V, designated Apollo 4, could be scheduled no earlier than November 7.
The Apollo 4 flight plan would call for the Saturn V to place the spacecraft and launch vehicle third stage S-IVB into a mile circular orbit. After completing two orbits, the third stage would be re-ignited to place the spacecraft into an orbit with an apogee of 10, miles. After separation from the third stage, the service module propulsion system would be fired to raise the spacecraft apogee to 11, miles. November On November 1 NASA selected Bendix Corporation to negotiate a contract for design, development, qualification, and delivery of long-duration, cryogenic gas storage tanks for the first day manned flight in the AAP.
The tanks would be a critical pacing item for long-duration manned flights in AAP. Completion of negotiations would permit an early award if the project were continued by NASA as programmed. The schedule for would include five manned flights AS through AS with the first four programmed as lunar mission development flights or lunar mission simulations - AS being the flight in which the lunar landing would be made.
Typical profile of lunar landing mission Also on November 4 came the start of the first part of the two-part terminal countdown for the AS launch, a countdown known as the launch vehicle pre-count. The second part of the terminal countdown for the AS launch progressed normally through all scheduled holds on November 6.
The flight, termed "perfect" based on evaluation of flight data, demonstrated that the spacecraft, heat shield, and lunar rocket met program requirements. The second burn of the S-IVB J-2, lasting seconds, injected the spacecraft into an orbit with an apogee of 9, nautical miles. Spacecraft reentry occurred at , feet, at a flight path angle of The CM landed upright within nine nautical miles of the planned landing point in the Pacific Ocean, 8 hours 37 minutes 8 seconds after launch.
Post-launch examination revealed that the aft heat shield was heavily charred but that crew-compartment-heat-shield charring was less than expected. The spacecraft windows were undamaged, but moisture existed between the micrometeoroid and heat shield panes of the rendezvous window, and the spacecraft contained approximately two quarts of sea water taken through the relief valve.
Apollo 4's flight was the first of two to three missions designed to qualify Saturn V for manned flight, and the first test of the structural integrity and compatibility of launch vehicle and spacecraft.
Report, July-Dec. AS, Apollo 4, on pad 39A a-b. Launch of AS Observatory physicist Dr. William Donn labeled U. As prime crew for AS first mission , scheduled for , it named: James A. McDivitt, commander; David R. Scott, CM pilot; and Russel L. Schweickart, LM pilot. Backup crew would be Charles Conrad, Jr. Gordon, CM pilot; and Alan L. Bean, LM pilot. Anders, LM pilot. Backup crew would be Neil A.
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