Each Flight Director took a different color as a designator; the first three Flight Directors chose red, white, and blue, and each was identified as "_____ Flight" (a tradition that continues to this day).
Thus, Kranz was White Flight and was the leader of the "White Team", one of the flight control teams whose shift at Mission Control contributed to saving the Apollo 13 astronauts.
Though Apollo 13 did not achieve its main objective, to Kranz its astronauts' rescue is an example of the "human factor" born out of the 1960s space race.
According to Kranz, this factor is what is largely responsible for helping put America on the Moon in only a decade.
The blend of young intelligent minds working day in and day out by sheer willpower yielded "the right stuff."

Kranz had this to say about the "human factor":
 They were people who were energized by a mission.
And these teams were capable of moving right on and doing anything America asked them to do in space.

According to him, a few organized examples of this factor included Grumman, who developed the Apollo Lunar Module, North American Aviation, and the Lockheed Corporation.
After the excitement of the 1960s, these companies dissolved in corporate mergers, such as happened when Lockheed became Lockheed Martin.
Another example of the "human factor" was the ingenuity and hard work by teams that developed the emergency plans and sequences as new problems arose during the Apollo 13 mission.
Each Flight Director took a different color as a designator; the first three Flight Directors chose red, white, and blue, and each was identified as "_____ Flight" (a tradition that continues to this day). Thus, Kranz was White Flight and was the leader of the "White Team", one of the flight control teams whose shift at Mission Control contributed to saving the Apollo 13 astronauts. Though Apollo 13 did not achieve its main objective, to Kranz its astronauts' rescue is an example of the "human factor" born out of the 1960s space race. According to Kranz, this factor is what is largely responsible for helping put America on the Moon in only a decade. The blend of young intelligent minds working day in and day out by sheer willpower yielded "the right stuff."
Kranz had this to say about the "human factor":
 They were people who were energized by a mission. And these teams were capable of moving right on and doing anything America asked them to do in space.
According to him, a few organized examples of this factor included Grumman, who developed the Apollo Lunar Module, North American Aviation, and the Lockheed Corporation. After the excitement of the 1960s, these companies dissolved in corporate mergers, such as happened when Lockheed became Lockheed Martin. Another example of the "human factor" was the ingenuity and hard work by teams that developed the emergency plans and sequences as new problems arose during the Apollo 13 mission.
Gene Kranz