2015 Program Excellence Award

Transcription

1 I. Program Overview Organization Name/ Program Name: Program Leader Name/ Position/Contact information , Phone Program Category 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 2015 Program Excellence Award Lockheed Martin Missiles and Fire Control / Long Range Anti-Ship Missile (LRASM) Mike Fleming, Director, LRASM mike.a.fleming@lmco.com 5600 Sand Lake Road, Orlando, FL Special Project Need. Current anti-ship weapons possess limited range and survivability. As maritime warfare technology advances, a new generation of standoff anti-ship weapons systems are needed, and the unique design and technologies in LRASM are designed to deliver new capabilities with affordable, low-risk solutions. LRASM technology focuses on reducing dependence on ISR platforms and network links in aggressive electronic warfare environments. History. The Long Range Anti-Ship Missile (LRASM) program began in 2008 in response to the Navy s need for upgraded Offensive Anti- Surface Warfare (OASuW) capabilities. To address the documented ASuW gaps, DARPA initiated a competitive program to demonstrate next-generation capabilities that would defeat combatants in highly contested environments. Development programs initiated in response to urgent needs immediately present program management challenges with regard to execution schedule and funding. Unplanned programs requiring fast turnaround are difficult to execute given current Department of Defense acquisition policies and procedures. Product. The program objectives were to demonstrate a high-fidelity, tactically representative, weapon system that would be a low-risk approach to fielding a mature capability as early as possible. Meeting the Early Operational Capability (EOC) date is paramount and the driving force for the program s existence. Deliverables. The LRASM program is on track to deliver to the U.S. Navy and Air Force, by 2018, an advanced weapon with the ability to challenge and penetrate adversaries sophisticated air defenses while keeping friendly forces at safe launch ranges. II. VALUE CREATION = 20 POINTS Value: 50% of category score What is the long-term value, competitive positioning, advantage, Value Customer. The LRASM program is on track to deliver an advanced next-generation anti-ship weapon system with the ability to penetrate and challenge current and future Anti-Access Area Denial (A2AD) operational environments. Value Company. LRASM provides an opportunity for Copyright 2015, Lockheed Martin Corporation. All rights reserved 1

2 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? Platform/Market expansion onto the F/A-18 and the U.S. Navy market - a market that has historically been dominated by other industry teams. As such, the technology coming out of LRASM provides Lockheed Martin with an opportunity to incorporate OASuW Increment 1 technologies into future competitions on ship- and sub-launch OASuW variants and potential future growth into foreign markets. Program Excellence. LRASM s capabilities have been demonstrated through multiple flight tests, and the technology is sufficiently mature to serve as a pilot program of the Model 4 Accelerated Acquisition framework (codified by the recently updated DoD instruction) and address urgent operational challenges. Lockheed Martin and DARPA are engaged with the U.S. Navy s NAVAIR Program Executive Office for Unmanned Aviation and Strike Weapons (PEO U&W) to provide an innovative management approach for the rapid acquisition and deployment of LRASM on both Air Force B-1B and Navy F/A-18 platforms in order to satisfy offensive anti-surface warfare mission requirements. This approach leverages the successful technology development and risk reduction efforts of DARPA s original LRASM demonstration program in order to expeditiously provide the LRASM to the warfighter. The team has been successful in making progress toward this goal, although it had to overcome many technical and schedule challenges. Mike Fleming, Lockheed Martin s program director, and the LRASM team displayed excellence in program management by managing missile development and integration efforts in an austere budget environment, under extremely aggressive schedules. Uniqueness. A unique outcome of the outstanding success of the development program, a joint LRASM Deployment Office (LDO), was created with members of DARPA and the U.S. Air Force and Navy to expedite this needed capability to the fleet. This is the first time in DARPA history that a joint rapid deployment office has been established with DARPA as co-lead to rapidly acquire and field a new capability to meet operational needs. The uniqueness of LRASM is also indicated by a development and integration program being conducted simultaneously with two U.S. branches of Service, the U.S. Air Force and U.S. Navy. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic Operations 30% of the score On an on-going basis how do you track and As the recipient of the 2012 Malcolm Baldridge award, Lockheed Martin Missiles & Fire Control (LMMFC) is committed to executing its Quality Management Systems with the highest ethical standards while supporting the demands of a competitive posture. The LRASM Quality Assurance organization is chartered to facilitate a Copyright 2015, Lockheed Martin Corporation. All rights reserved 2

3 improve the 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? Team Leadership 30% of category score Teaming What unique processes and practices have you put in place to maximize team collaboration 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? culture of continuous improvement that protects the interest of the customer and LMMFC by ensuring a level of quality that meets or exceeds our contractual commitments, customer and internal requirements. The LRASM Quality Assurance team manages a robust production and supplier Corrective Action Board (CAB) process with support from all program organizations ensuring preventative and corrective action implementation. The CAB s emphasis on prevention and correction provides a forum to evaluate all issues, potential and realized, and determine action plans for robust and quick resolution. Teaming. The accelerated program requirements necessitate tight communications between government agencies, platform authorities, test agencies and program offices. In order to maximize team collaboration and efficiency, the LDO/LM organization is structured to have specific LM IPT leaders coupled with a counterpart LDO IPT leader. This ensures a close knit teaming arrangement with equal responsibility. Additionally, the LM and LDO management team determined that the program Integrated Master Schedule (IMS) would include all government tasking, fully integrated with contractor tasking. This ensures total team ownership of the schedule as well as ensuring all entities that affect critical paths and schedule success are managed effectively. In order to maximize program efficiency and capture synergies within the line of business, LRASM has teamed with the mature JASSM-ER production team. The JASSM enterprise utilizes a mature production facility in Troy, Ala., an award winning production site that has been producing weapons for the U.S. Air Force for years. By introducing LRASM into this proven factory, the program is able to cut down the typical development and production timeline for its complex, hightechnology offering. Using the experienced technicians on the same hot production lines allows processes similar to those of JASSM-ER to be accomplished more quickly and at a lower technical risk level. Supply Chain Management. Lockheed Martin Missiles & Fire Control (LMMFC) Global Supply Chain (GSC) is responsible for the quality, cost, schedule and technical performance of each subcontractor. The LRASM program has been working within an accelerated acquisition process. GSC has successfully met requirements by changing the procurement strategy, integrating our customer into the process, and using the supply base and experience of LMMFC heritage programs. Instead of waiting for a finished, complete Statement of Work and/or Copyright 2015, Lockheed Martin Corporation. All rights reserved 3

4 drawing package to start the proposal or procurement processes, GSC has been simultaneously working the technical and pricing requirements while ensuring compliance to FAR/DFARs. The strategy change has decreased the proposal/procurement cycle time and significantly increased the receipt of first-time-compliant proposals from our subcontractors. Also, the change has allowed GSC to successfully make effective decisions throughout the procurement process and allows our subcontractors to accept ownership of the design/development process. Removing layers between our customer and subcontractors is another strategy the LRASM GSC team has implemented. The traditional process of separating the customer, contractor, and subcontractors adds cycles to the proposal process and inadvertently filters or removes communication among the three elements. With the recently completed proposal, the LRASM subcontractors were required to simultaneously submit their proposal and supporting data to LRASM and the customer. To further decrease future proposal costs and cycle times, LRASM GSC and the customer will fact-find the subcontractors data at the same time. These changes have been and will continue to be instrumental by decreasing our cycle times and mitigating incorrect assumptions between all parties. As a way to increase the fidelity and speed of communication, the customer has been integrated into subcontractor status, team, and technical meetings. Removing layers has allowed the LRASM, customer, and subcontractors teams to make informed, correct and real-time decisions with all parties aware of impacts on design, cost, and/or schedule. This transparency between the customer, LRASM and the subcontractors has been instrumental in the ability to meet accelerated program schedules. Finally, the use of heritage program technologies and experiences has allowed the LRASM program to minimize the development of new subcontractors and maximize the buying power of common items against multiple programs. LMMFC GSC recognizes the value of establishing partnerships with our supply base. The partnership requires engaged leadership, continuous improvements, shared accountability/ ownership/ responsibility, and successful understanding of the customers requirements. LRASM GSC s focus is to facilitate and grow these partnerships to ensure the delivery of affordable, successful results. People Development. LRASM leadership empowers each Integrated Product Team (IPT) lead with the responsibility to identify issues, track associated risks, develop solutions, and present risks/opportunities at a weekly Senior IPT meeting with all the program functional leads, IPTs and program management present. Rather than having individual issues Copyright 2015, Lockheed Martin Corporation. All rights reserved 4

5 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. Describe the areas you have targeted to improve your costs and how you resolved these challenges for each target. or risks brought to management, team members are able to find solutions and solve problems quickly and more efficiently. Lockheed Martin utilizes an internal effort called The Leadership Development Program (LDP). It is designed to attract, develop and retain early career, high-potential professionals, providing a pipeline of talent for future business and technical leadership positions within the corporation. This Leadership Development Program offers an accelerated opportunity for both technical training and leadership development. Participants are required to progress through a series of challenging rotational assignments and complete a technical development curriculum based upon the core competencies of their discipline. Leadership Development Conferences (LDCs) are an integral component of the program and provide a unique opportunity for skill development, exposure to business leaders and networking. The Leadership Development Program is available in the Communications, Engineering, Finance, Operations and Security disciplines, which are integral parts of the LRASM program team. Cycle Time Production Operation Rhythm. The Long Range Strike Systems (LRSS) production enterprise is truly a collaborative and inclusive effort among the Orlando and Ocala, Fla., and Pike County, Ala., operations sites; this partnership of Production and Technical Operations, Procurement, Quality, our highly-skilled technicians, and our customer works to deliver complex and lethal weapon systems (JASSM/JASSM-ER/LRASM) to the men and women serving our great country. The LRSS production enterprise team consists of a seasoned group of professionals with a complexity of skills that bridge development to production transitions. Our production rhythm begins each day where the teams from our different sites come together to communicate the plans for the day, identify potential or real challenges that may arise, and collaborate on real-time innovative solutions to drive execution of our commitments. The structured virtual management collaboration process uses our integrated computer networks and SharePoint sites combined with telecommunication links to synch up the geographically dispersed team members. Data and information is shared real-time amongst the sites to drive execution of goals and objectives for our high-performing virtual teams. The commitments of the production enterprise family are a shared responsibility of all team members, as each are viewed as an equal stakeholder in the process. A highly experienced team in development-to-production transitions, coupled with the high degree of commonality between the JASSM-ER and LRASM systems, provides the opportunity to build weapon system Copyright 2015, Lockheed Martin Corporation. All rights reserved 5

6 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.) hardware on a common line in a more affordable manner with minimized manufacturing risk. The experience of the team allows lessons learned from the transition of JASSM from development to production to be incorporated into LRASM processes to minimize manufacturing risks and provide quicker delivery of the LRASM system to the warfighter. Using adaptive tooling strategies, LM is able to effectively implement modular tool solutions to adapt LRASM unique hardware within existing tooling designs to minimize the need to acquire a new set of tools. Efficiencies. Our production enterprise includes multiple tools to execute on our commitments, improve our performance, grow our quality and reliability, and drive continuous improvement throughout the lifecycle of the program. One of the tools we use is a Lockheed Martin Best Practice: Performance Management Teams (PMTs). These multi-functional Performance Management Teams are operational at all of our sites. Each of these teams establishes goals and identifies metrics that they will use to measure their performance throughout the year in areas of quality, cost, schedule, and service to our customer. A team of key individuals meet weekly to assess the potential challenges to help facilitate resolution so as not to impact the production enterprise. On select occasions, a significant challenge may require elevation to where the issue is managed daily (by the program director, who leads a team whose focus is to understand the issue at hand, define a course of action, and then manage timely resolution) to minimize the impacts to the production enterprise. Planning, Monitoring and Controlling. A robust Failure Management/Corrective Action Board and Yield Improvement Team process drive timely root-cause identification, effective corrective action solutions, and improved yields across production sites. This program director-led, enterprise-wide process involves all manufacturing sites and functional organizations meeting weekly to guide our continuous improvement culture. Risk and Opportunity Management is embedded across the enterprise to assess manufacturing risks, develop mitigation steps, and to identify opportunities to improve in all facets of the operation. To date, we have delivered over 1600 missiles of the JASSM, JASSM- ER and LRASM family of cruise missiles. 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 New to Market. The LRASM program was born from an urgent warfighting need that Copyright 2015, Lockheed Martin Corporation. All rights reserved 6

7 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 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: non-existing 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. was not being addressed from a Service perspective. As maritime warfare technology advances, a new generation of standoff anti-ship weapons systems are needed, and the unique design and technologies incorporated into LRASM deliver new capabilities with affordable, low-risk solutions. LRASM combines new technology with proven designs, thereby reducing risk and increasing affordability. LRASM uses JASSM-ER as the baseline missile and adds a new sensor suite to attack moving ships at sea. High Technology. LRASM is a highly technical and innovative program that maintains an aggressive schedule. In order to meet this timeline, existing hardware and capabilities were utilized while incorporating innovative technological approaches. The program started out at a technology readiness level (TRL) of 2/3 at some of the component levels, progressed to a TRL-5/6 at the sub-system level, and has matured to a TRL-7 at the system level on time and on budget. The ability to integrate new technologies into previously deployed systems while maintaining existing requirements has been a challenge, but LM has been successful to date and remains on track to fill the needs of the warfighter on timeline. The weapon system needed to operate in the same physical environment with added complexity, weight, power and thermal requirements; the tradeoffs between technology and requirements were identified early in the program, and the LRASM team applied an open approach to managing and mitigating these risks. By applying cuttingedge technologies (sensors, micro-electronics and precision material components), LRASM successfully balanced this uncertainty within the requirements of tradespace. Array of Systems. One of the tenets of LRASM was to strive for a highly innovative system capability implying high system complexity and sophisticated integration approaches while maintaining user simplicity. By transferring the need for a user-defined interaction to a semiautonomous weapon system, the user interface was simplified and complex tasks were streamlined. The adaptive nature of the LRASM weapon system stems from multiple offsetting interactions between sub-systems; the competitive interaction between existing sub-systems and the novel sub-systems requires constant balancing of system effectiveness. As the volume and complexity of system requirements grows, the level of interactions between sub-systems provides significant technical challenges for a team moving fast. Each element of the weapon had to be driven into Copyright 2015, Lockheed Martin Corporation. All rights reserved 7

8 Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how 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 critical-tosuccess deadline. - Blitz there is a crisis element driving the need for immediate response balance, all within a cost and schedule constraints. Time Critical. LRASM was initiated because of an urgent need for long-range antiship missiles, identified by U.S. Navy Commanders as early as In 2009, DARPA initiated a rapid acquisition program which could transition to procurement quickly and fill this need; the timeline for the U.S. forces has been, and will continue to be, the primary directive for the LRASM program schedule is king. In order to meet this schedule, processes were tailored, technical reviews were accelerated, aggressive contracting techniques were employed, and direct and constant interaction with Lockheed Martin and supporting suppliers was a necessity. By employing a full-time Fleet liaison, the program has maintained a consistent dialogue with the warfighter in order to balance requirements with cost and schedule. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS 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. Customer/Performance Satisfaction Metrics. As an accelerated acquisition program, one of the major concerns to the customer is the ability to determine if the program is on, ahead of, or behind schedule. One commonly used system for determining the above is EVMS, the Earned Value Measurement System. The key feature of this system is the implementation of a project plan with discrete tasks that can be measured over time. As each task is budgeted over time, the completion of each task becomes a metric of performance. While not required by contract, Lockheed Martin implemented a full Earned Value Management System (EVMS) for the LRASM development. The Lockheed Martin Missiles and Fire Control, Earned Value Management System, is fully compliant with the 32 guidelines of ANSI/EIA-748 and with the guidance provided in the Defense Federal Acquisition Regulations System (DFARS) Lockheed Martin employed the full Earned Value Management (EVM) processes for monitoring and controlling program performance for the LRASM demonstration program. Two key measures of EVM are Cost Performance Index (CPI) and Schedule Performance Index (SPI). CPI is computed by dividing the Budgeted Cost of Work Performed (BCWP) by the Actual Cost of Work Performed (ACWP). SPI is computed by dividing the Budgeted Cost of Work Performed (BCWP) by the Budgeted Cost of Work Scheduled (BCWS). When these indices equal 1.0, it means the program is executing exactly as planned in the Performance Measurement Baseline (PMB). During the 50 month period of performance of this contract, the program s CPI ranged from 0.92 to 1.05, with an average of 1.0, and the program s SPI ranged from 0.92 to 1.09, with an average of Maintaining such strong CPI and SPI Copyright 2015, Lockheed Martin Corporation. All rights reserved 8

9 20% of category score Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? averages is evidence of the program s outstanding execution. The measurement parameters include the planned value of each task; in concert with the value of each task is a budget over time (Budgeted Cost of Work Scheduled), against which earned value can be claimed. Progress is quantified using both planned value and earned value measurements. The LRASM program is an excellent example of using EVMS to monitor overall program progress. A detailed integrated master schedule (IMS) was developed very early in the program. This schedule was used to develop the list of tasks to be implemented in EVMS. From the onset, EVMS has been the overall monthly means of reporting progress of the program. On a weekly basis, data is collected against activities that are late to the baseline plan. These activities are further broken down by responsible team and shared with program management. Steps are then taken to implement corrective actions or mitigate the impact of the late activities to program success. Another important activity related to metrics is the use of risk and opportunity management techniques. LM found that it was essential to minimize risk in the jobs we proposed and to control risks and opportunities in the performance of jobs we were awarded. Risk assessment and management takes discipline, adaptation, and application of a rigorous Risk Management process. That process is applicable to both the programs we propose and programs we manage. Good Risk and Opportunity Management is a process which proactively shapes an uncertain future rather than reactively deals with the natural consequences of a defined past occurrence. Simply stated, Risk and Opportunity Management focuses on the effective utilization of limited resources to either minimize loss (in the case of Risk) or maximize gain (in the case of Opportunity) relative to the program management triad of Cost, Schedule and Performance. Additionally, the risk and opportunity management process is fully integrated with the program IMS in order to more effectively manage risks over time. Lockheed Martin program leadership has always promoted a culture of ownership in their programs. Putting decision making responsibilities into the hands of the individual, allows for smarter, quicker decisions, along with personal satisfaction in success. In order to perform at such high levels the team has to be empowered in own their respective areas; this sense of ownership is what develops individuals to become experts and leaders. Lockheed Martin presents awards every year for individual and team excellence; in 2014, members of the LRASM team received both. Furthermore, the excellent work of the Lockheed Martin team has been widely recognized by LRASM Deployment Office government leadership; LM employees earned five quarterly Outstanding Copyright 2015, Lockheed Martin Corporation. All rights reserved 9

10 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. Teammate awards from the LDO Program Managers in The LRASM program has been an unmatched success. The level of integration of our customer and our suppliers into the program is unsurpassed, providing almost daily feedback of progress among the many technical product teams to both LM and LDO management. 30- /60-/90-day forecasting tools allow issues to come to the forefront to be worked near real time, reducing the potential for 11 th -hour showstoppers. The Secretary of Defense signed a Resource Management Decision (RMD) in 2013 that fully funded the development of LRASM for both the U.S. Air Force and the U.S. Navy on an accelerated timeline to meet the needs of the Fleet. Maintaining 100% Mission Success will be key to continued funding and support for this critical program. In 2014, USD (AT&L) signed an Acquisition Decision Memorandum (ADM) designating the LRASM as a pre-mdap program with oversight by ASN (RDA). These two decisions by senior Department of Defense officials show that customer confidence in the LRASM program exists. With continued performance in the areas of development, integration, and production deliveries, LRASM will be fielded to the warfighter, thus eliminating the capability gap discovered in the field. Due to the LRASM program being an accelerated acquisition program where successful execution to an aggressive schedule is a key discriminator, the program developed a weekly schedule analysis process with the purpose of providing actionable information to LM and LDO management. The process is made up of a series of IMS integrity checks to ensure accurate logic and status and critical path analysis to key events, including the B-1 and F/A-18 EOCs. This process also enables the team to better manage problem resolution of unplanned schedule drivers and provides appropriate insight into when future decisions (i.e. funding profiles and contract actions) must be made to support the EOC events. Copyright 2015, Lockheed Martin Corporation. All rights reserved 10