2015 Program Excellence Award. Sub-System Sustainment

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1 2015 Program Excellence Award I. Program Overview Organization Name/Program Name: Honeywell / F-22 Raptor Vapor Cycle Controller Partnering Service Depot Stand-Up Program Leader Name/ Position/Contact information , Phone Program Category Name of Program Leader: Peter Anderson Position: Honeywell F-35 Customer Business Manager. Prior to this role he served as the Honeywell Program Manager for various F-35 and F-22 projects including the F-22 Raptor Vapor Cycle Controller Partnering Service Depot Stand-Up Phone Number: peter.anderson@honeywell.com Postage Address: Honeywell ASCa, 3333 Unity Drive, Mississauga, ON, Canada, L5L 3S6 Sub-System Sustainment Program Background: What is this program all about? (No more than one page). The overarching need for this program History of the program The product that is created by this program Scope of work original & updated Expected deliverables Current status of the program This sustainment project provided the United States Air Force (USAF) at Oklahoma City ALC (OC-ALC Tinker AFB) with the independent capability to Diagnose, Service, Repair, and Return to Service F-22 Vapor Cycle Controllers (VCC). Honeywell supplied test equipment, tooling, software, work instructions, training and validation of Air Force technicians ability to perform repairs with the equipment and instructions provided. For the F-22 Raptor aircraft, Honeywell is under contract to Lockheed-Martin Aeronautics to provide the systems expertise and the hardware for the Integrated Environmental Control System, which includes the VCC, Air Cycle Machine, Vapor Cycle System Pack, Sensors, and Valves AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 United States Federal Legislation requires that a certain proportion of USAF maintenance activity is performed within USAF facilities in order to maintain staff and infrastructure currency. Prior to initiating the project, the proportion was not met and a USAF study highlighted the F22 VCC as a candidate for partnering arrangements to meet the requirement. Honeywell successfully completed a demonstration of the Depot capabilities onsite in December Following on activities included test software improvements based on end user input and assistance to the USAF to validate the their in house equipment calibration capability. The Engineering Program was formally closed December II. VALUE CREATION = 20 POINTS Note that we have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Value: 50% of category score What is the long-term value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) 50% of category score Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? This project provided value for the three primary stakeholders; USAF, Lockheed Martin, and Honeywell. The maintenance activity at the Shop Replaceable Unit (SRU) level eliminated the need for piece part stocking and reduced repair/service cycle time. The reduction in repair cycle time translates directly into reduced aircraft lifecycle cost for the USAF. As SRU level repairs can be conducted at the depot, a reduction in the amount of vendor oversight is required by Lockheed Martin as an intermediary stakeholder. This provides Honeywell the opportunity to focus resources on service/repair at the Printed Board Assembly (PBA) level. Overall, it provides for an augmentation in full VCC test capability available to the F-22 fleet. Honeywell supplied test equipment, tooling, software, work instructions, training and validation of Air Force 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 technicians ability to perform repairs with the equipment and instructions provided. The Honeywell intellectual property associated with the resultant test setup was licensed to the depot to allow the work to be performed. In addition to the project itself, Honeywell was provided the opportunity to evaluate and develop automatic diagnostic capabilities, develop relationships with stakeholders in this sector of the industry, and successfully demonstrate the ability to stand up a service depot for future Department of Defense aircraft on budget and on schedule. The opportunity provided emerging technologies for future offerings to both military and commercial customers in addition to maturing in house capabilities that will reduce cycle time and provide a definitive repair process. The automation of the process is an effective enabler to transfer tribal knowledge into a documented and repeatable process. The F-22 VCC Depot will be critical to USAF for years to come. Honeywell s unique approach using the X-ref Matrix to capture requirements from three unique sources then connect them with the requirements and assumptions in the BOE combined with the effective use of emerging market resources on a military program culminated in a program that was delivered on time and under budget. The value the F-22 Raptor Vapor Cycle Controller Partnering Service Depot Stand-Up Program generated for the stakeholders and the final results clearly demonstrate this as a program to emulate, and one most worthy of Aviation Week s Program Excellence Award. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Note that we have provided a weighting system on this section that indicates importance in the evaluation process. For each question, respond with the best practices and unique processes used by your program. Strategic Operations 30% of the score On an on-going basis how do you track and improve the The project was multi-tiered with participants from the USAF, Lockheed, Honeywell, and technical/test 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 value of this program to your customers, corporation, organization, and employees? Specifically, what processes, tools and practices have allowed the value of your program to increase? equipment hardware vendors. Honeywell had many tiers internally as well including Program Management, Project Engineering, Honeywell Technology Solutions Inc, and Engineering organizations in Toronto Canada, Tempe Arizona and Brno Czech Republic. The project had a specific set of approved procedures covering earned value management, contract change management, baseline change management, program scheduling, risk management, and configuration management which were in line with Honeywell Aerospace Procedure AP1338. Overall project execution and progress was monitored using the Integrated Master Schedule, cost performance metrics that were reported monthly and technical requirements that were maintained in the Systems Verification and Validation matrix. Opportunities were identified during weekly meetings held between the Honeywell and Lockheed engineering and program management teams. Once identified, specific action items were identified and tracked using a standard Rolling Action Item List. Communication protocols were setup to ensure timely and proper flow up and down the chains. In addition to navigating various external and internal organizations, effective communication had to span 8 time zones. The project leveraged emerging market resources across Honeywell on a military program through active use of import/export compliance strategies. This allowed the project to capitalize on talents across the company, increased test equipment utilization development during the day due to time zone differences, and utilized competitive rate structures. Team Leadership 30% of category score Teaming What unique processes and practices have you put in place to maximize team collaboration Full team integration and motivation was encouraged by promoting open communication at all program levels during team meetings or during ad hoc communications. Internally, this spanned many tiers across Program Management; Project Engineering; Honeywell 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 and efficiency? Supply Chain With the broader distribution of design, development and production responsibility across the supply chain what unique tools, processes and practices have you put into place to ensure integration of the total supply chain (up/down/across)? People Development Among the most important roles of a leader is the identification and development of talent. What unique processes, tools and practices have you put into place to ensure people are developed and given the opportunity to risk, fail, recover and fully contribute. What metrics have you put into place to ensure this effort is effective? Technology Solutions Inc; and Engineering organizations in Toronto, Canada; Tempe, Arizona; and Brno, Czech Republic. It was ensured that despite the time zone differences the teams were provided the opportunity to speak together ensuring more effective cross sharing of information. The external project stakeholders were engaged on a weekly basis at a minimum to ensure progress and pending risks were dealt with in a prompt and efficient manner. Emerging market labor resources were used to support the team with their unique skill sets and competitive rates. All equipment procurement and receiving was centralized at Honeywell Toronto in order to reduce complexity. The project team members were chosen for their unique technical skill sets and experience that could contribute to the success of the program. Opportunities were provided to develop communication strategies across disciplines and cultures. Ultimately the success or failure of the strategies was monitored through adherence to the program detailed schedule and voice of the customer. Operations 40% of category score Cycle Time Please describe what your program has done to reduce and continue to improve the cycle time required for the phase of life cycle in which you currently are executing (design/develop, produce, sustain). Include in your description the tools, processes and practices used as well as the metrics. Efficiencies Affordability and breaking the cost curve are among the most important challenges facing all program managers. As mentioned the program team spanned from Brno, Czech Republic to Tempe, Arizona. This improved cycle time of the project by effectively added 8 hours to the working day and increased test equipment utilization development. The test equipment was physically located at Honeywell s Toronto facilities but was remotely accessible by team members at other sites. During the design phase, the software design teams were located off site while the hardware design and ultimate hardware delivery was to the final integration site. The software development team utilized remote access through a dedicated secure network and accessed the equipment remotely during the off-hours of the onsite facility. This 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 Describe the areas you have targeted to improve your costs and how you resolved these challenges for each target. Describe how your program has developed or implemented new and unique tools, processes and practices to reduce cycle time for your program s specific stage of the lifecycle (design/develop, produce, sustain). Planning, Monitoring, and Controlling What are the most significant change elements your program dealt with in the past 36 months, and what unique best practices and processes did you implement to make these changes. (Examples of change: intellectual property, shortages of critical supplies/raw materials.) greatly increased the equipment utilization and a reduced development cycle time. During the final integration phase the software design team came on site and worked with the hardware design team. The groups worked on the hardware that was delivered for the final integration and verification. This afforded a reduction in cycle time and a high degree of quality and confidence in the hardware performance. The Modularization of Hardware and Software designs greatly contributed to the project cycle time reduction. Early in the design phase a greater effort was put into the architecture of the design with the emphasis on modularity of the design. The objective was to make the design wherever possible to be modular based upon functionality. The extra time put into the architecture resulted in huge dividends in the reduction of cycle time that continued throughout the program. Modularization of SW modules allowed parallel design efforts and independent verification and validation testing. Modular design greatly reduced dependencies allowing the early completion of the smaller design efforts and reassignment of resources to the larger design efforts. Modularization of HW design afforded the same results as the Software development and carried on into Production and ultimately into the Sustainment phases. Modularization approach came with added risk and put a greater demand on scheduling and integration. These items were managed with project management techniques and metrics such as Earned Value Management and Honeywell Milestone Reporting tools. Lessons learned from previous programs such as the F22 VCC Development Program were reviewed for applicability and incorporated into the test equipment design. Peer design reviews with senior engineer and chief engineer participation ensured previous lessons were shared and incorporated. Program performance metrics 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 were reviewed regularly both internally and shared with the external stakeholders. The Honeywell process involving the X-ref Matrix was used to ensure all the customer requirements were met from the sub contract. The matrix captured requirements from the Statement of work (SOW), the Sub-Contract Data Requirements List (SDRL) and the Depot Partnering Agreement (DPA), and connected them with requirements and assumptions that were defined in the Basis of Estimate (BOE). The matrix provided a single point of reference for requirements flow down from the three primary sources and the Scope of work defined in the BOE. This allowed for an improvement in cycle time through clarity in the program requirements and re-work avoidance. It also was used to track progress against the contract and covered at each of the 6 project phase reviews. Program risks were identified by all members of each Integrated Product Team (IPT), categorized, ranked, prioritized, and mitigation plans developed. The plans and request for Management Reserve, if necessary, were submitted to the IPT lead and ultimately to the program office for review and approval. Risk status was reviewed by the program office weekly and with the customer monthly. IV. ADAPTING TO INNOVATION AND COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program s Market Uncertainty level How new is your product to your market and users, based on the definitions below. Then describe how you deal and address this specific uncertainty: - Derivative an improvement of an existing product/system. - Platform a new generation in an existing Level of Market Uncertainty Level (choose one) _X Derivative Platform New to Market New to the World Describe how your program deals with this uncertainty to maximize value for all stakeholders. The project provided for a technological advancement through the development of improved automation in the depot test equipment through creation of a knowledge base system to aid 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 product line. - New to the Market a product or system adopted from another market - New to the World - breakthrough product, never seen before Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: - Low-tech: application of mature, well-established technology - Medium Technology: existing technology modified to meet new design requirements - High-Technology: recently developed new technology - Super High Technology: nonexisting technology that needs to be developed during the program. Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this level of complexity: - An Assembly performing a single function. - A Sub-system fitting within a larger system. - A System a collection of subsystems performing multiple functions. - An Array a System of Systems ; a widely dispersed collection of systems serving a common mission. Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how in the diagnostics and the automation of a dynamic compressor motor load. Technological Uncertainty Level (choose one) Low Technology X_ Medium Technology High Technology Super High Technology Describe the processes and practices put into place to manage this level of uncertainty and assure efficient, successful execution. Honeywell s standard Integrated Product Delivery and Support (IPDS) approach was deployed on this project. This approach ensured that key stakeholders approved and signed off on the test equipment design as it moved through the preliminary design and critical design gates to ensure that all risks were mitigated and that lessons learned were considered. System Complexity (choose one) Assembly Sub-System X_ System Array of Systems Describe how your program deals with this level of complexity to ensure efficient, timely execution of the program. Focus on the how. Honeywell AP1152 Strategies and Processes for Software and Hardware development starting at the initial requirements level and flowing through verification/delivery of equipment were integrated into the project upfront leading to the successful equipment delivery and capability demonstration. Pace and Urgency (choose one) X_ Regular Timing Fast/Competitive Time Critical Blitz 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 you deal with the program s pace requirements: - Regular timing no specific time pressures. Fast/Competitive time to market is important for competitiveness. - Time Critical there is an absolute and criticalto-success deadline. - Blitz there is a crisis element driving the need for immediate response Developed an IMS with inputs from all Stakeholders including Customers. The IMS was formally statused on a monthly basis and stakeholders were copied on issues accompanied by a synopsis of achievements and challenges. As warranted requested for assistance would be communicated in this forum as well. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS Note 1: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Note 2: We have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Those with lower weighting are not unimportant; however, they have become given practices that all teams should be using. 40% of category score Customer/Performance - How do you measure the impact of your program on your customer and your customer s satisfaction? Include a description of unique/new metrics, as well as numerical evidence (normally a percentage or rate). Focus on the unique metrics developed to provide an efficient way to effectively communicate this information to your customers and within your organization beyond your program team. Traditional Earned Value Management metrics were maintained throughout the program. Our internal Management Operating System was developed to require adherence to financial reporting and detailed schedule adherence and risk mitigation processes. Resource Demand and Fill was forecasted and statused using the Manpower Allocation Tool. Monthly Operating Reviews were conducted to evaluate these aspects of the program. Monthly Integrated Master Schedule (IMS) and Status Reports were issued to Lockheed following rigorous internal reviews. In addition to the monthly reporting, key design reviews (System Requirements Review, Preliminary Design Review, Critical Design Review, and Final Design Review) were held with the stakeholders to ensure the project was advancing in accordance with all technical and financial requirements and goals. The project met all baselined milestones and delivered under budget by ensuring an active relationship and communication between the partnered technical and program staff (USAF, Lockheed, Honeywell, Lockheed, and vendors) AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 20% of category score Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? Through the project, the team members on the program developed personal accountability for their tasks and personal relationships leading to the success of the project. The success or failure of each of the project milestones and goals was shared with the team. Ultimately, the USAF acceptance of the depot equipment was the goal shared by the entire team and celebrated. 40% of category score Unique Metrics - Describe unique metrics you are using to measure your program s progress and how you focus it for outstanding and future success. The project relied heavily upon earned value techniques and ensuring adherence to schedule through use of the Honeywell Milestone Reporting Tool. The milestones drilled down to individual test capabilities and the progress their implementation. When challenges were uncovered during execution the team harness the power of inch stones to increase the visibility of the progress for the team. The key was upfront Milestone billing was also tied in the Milestone Reporting Tool ensuring well planned linkages from tasks to progress billings AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10

2015 Program Excellence Award

2015 Program Excellence Award Phase I Submission Name of Program: F-22 Raptor Vapor Cycle Controller Partnering Service Depot Stand-Up Name of Program Leader: Peter Anderson Phone Number: 647-444-9136