---
title: "Criticism of the Space Shuttle program"
chunk: 2/4
source: "https://en.wikipedia.org/wiki/Criticism_of_the_Space_Shuttle_program"
category: "reference"
tags: "science, encyclopedia"
date_saved: "2026-05-05T03:37:15.004523+00:00"
instance: "kb-cron"
---

NASA secured funding from the US Air Force's budget in exchange for USAF input to the design process. In order to fulfill the USAF's mission to launch payloads into polar orbit, the USAF insisted on a very large cross-range requirement. This necessitated the Shuttle's huge delta wings, which are far larger than the stub wings of the original design. Besides adding drag and weight (almost 20 percent), the excessive number of heat tiles needed to protect the delta wings added greatly to maintenance costs, besides increasing operational risks such as those that resulted in the Columbia disaster.
At Vandenberg Air Force Base in California, the USAF duplicated the entire infrastructure needed to launch and service the Space Shuttle, at a cost of over 4 billion dollars. Following the Challenger explosion, the facility was dismantled without ever having launched a single Shuttle mission.
Aerospace engineer Robert Zubrin describes the Shuttle as having been designed "backwards" in that the Orbiter, the harder-to-recover portion, is made recoverable, while part of the booster (the liquid fuel tank) is thrown away even though it is easier to recover since it does not fly so high or fast.
Maintenance of the thermal protection tiles was a very labor-intensive and costly process, with some 35,000 tiles needing to be inspected individually and with each tile specifically manufactured for one specific slot on the shuttle.
Due to the complexity of the RS-25 engines, following each flight they required removal for thorough inspection and meticulous maintenance. Prior to the delivery of the Block II engines, the primary engine component, the turbopump, had to be removed, disassembled, and overhauled after each use.
The toxic propellants used for the OMS/RCS thrusters required special handling, during which time no other activities could be performed in areas sharing the same ventilation system. This increased turn-around time.
The launch rate was significantly lower than initially expected. While not reducing absolute operating costs, more launches per year gives a lower cost per launch. Some early hypothetical studies examined the possibility of making 55 launches per year (see above), but the maximum possible launch rate was limited to 24 per year based on manufacturing capacity of the Michoud facility in Louisiana that constructs the external tank. Early in shuttle development, the expected launch rate was about 12 per year. Launch rates reached a peak of 9 per year in 1985 but averaged 4.5 for the entire program.
When the decision was made on the main shuttle contractors in 1972, work was spread among companies to make the program more attractive to Congress, such as the contract for the Solid Rocket Boosters to Morton Thiokol in Utah. Over the course of the program, this raised operational costs, though the consolidation of the US aerospace industry in the 1990s meant that the majority of the Shuttle program expenditure was now with one company: the United Space Alliance, a joint venture of Boeing and Lockheed Martin.

== Cultural issues and problems ==
For a successful technology, reality must take precedence over public relations, for nature cannot be fooled.
Some researchers have criticized a pervasive shift in NASA culture away from safety in order to ensure that launches took place in a timely fashion, sometimes called "go fever". Allegedly, NASA upper-level management embraced this decreased safety focus in the 1980s while some engineers remained wary. According to sociologist Diane Vaughan, the aggressive launch schedules arose in the Reagan years as an attempt to rehabilitate America's post-Vietnam War prestige.
The physicist Richard Feynman, who was appointed to the official inquiry on the Challenger disaster, wrote in his report that working NASA engineers estimated the risk of mission failure to be "on the order of a percent", adding, "Official management, on the other hand, claims to believe the probability of failure is a thousand times less. One reason for this may be an attempt to assure the government of NASA perfection and success in order to ensure the supply of funds. The other may be that they sincerely believed it to be true, demonstrating an almost incredible lack of communication between themselves and their working engineers."
Despite Feynman's warnings, and despite the fact that Vaughan served on safety boards and committees at NASA, the subsequent press coverage has found some evidence that NASA's relative disregard for safety still persisted. For example, leading up to the Columbia disaster, NASA discounted the risk from small foam chunk breakage at launch and assumed that the lack of damage from prior foam collisions suggested the future risk was low.

== Shuttle operations ==

The Shuttle was originally conceived to operate somewhat like an airliner. After landing, the orbiter would be checked out and start being mated to the External Tank and Solid Rocket Boosters, and be ready for launch in as little as two weeks.
In practice, before the loss of Challenger, about half of the turnaround time after a mission was unplanned tests and modifications based on unexpected events that occurred during flight. The process usually took months; Atlantis set the pre-Challenger record by launching twice within 54 days, while Columbia set the post-Challenger record of 88 days. The Shuttle program's goal of returning its crew to Earth safely conflicted with the goal of a rapid and inexpensive payload launch. Furthermore, because in many cases there were no survivable abort modes, many pieces of hardware had to function perfectly and so required careful inspection before each flight. The result was high labor cost, with around 25,000 workers in Shuttle operations and labor costs of about $1 billion per year.
Some shuttle features initially presented as important to Space Station support have proved superfluous: