Mark Brown Director

Transcription

1 Name of Customer Representative: Andy Li Phone Number: (703) I. Program Overview Organization Name/Program Name: Raytheon / Evolved SeaSparrow Missile (ESSM) BLK2 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 Mark Brown Director Mark_E_Brown@raytheon.com System level R&D/SDD program or project ESSM BLK2 is the next evolution of the Evolved Sea Sparrow Missile (ESSM) designed to protect naval vessels from anti-ship missiles and aircraft. The ESSM Block 2 design will feature a state-of-theart guidance system that uses a dual-mode (active/semiactive) X-band seeker, resulting in increased seeker accuracy and probability of kill (Pk). ESSM Block 2 will be effective against traditional and asymmetric surface, air, and increasingly sophisticated missile threats, increased raid sizes, and improved countermeasures. ESSM Block 2 will retain high firepower by utilizing ESSM s quad-pack launching capability and include design margins for future kinematic improvements. The ESSM BLK2 program has recently entered into the Engineering, Manufacturing and Development (EMD) phase and will field in the US and NATO countries beginning in The development and procurement of the missile is funded and managed by an international consortium of nations that include: Australia, Canada, Denmark, Germany, Greece, Netherlands, Norway, Portugal, Spain, Turkey, and the United States. Each nation contributes funding to the development of the system. The program is required to adapt the ship self-defense systems of the US and its allies to keep pace with an evolving ship attack threat. That threat is increasing in its speed and ability to use radio-frequency (RF) countermeasures to protect itself. ESSM is the primary ship self-defense weapon on many ships in the worlds 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 navies. In June 1968, four NATO navies (of Denmark, Italy, Norway and the United States) signed a memorandum of understanding (MoU) to develop a new shipborne airdefense missile system. These four Charter Members formed a consortium to manage and fund what became the Mk 57 NATO SeaSparrow Surface Missile System (NSSMS). This collaboration sought to reduce total program costs, while at the same time ensuring standardization and interoperability between NATO members. Over time, the consortium grew as other nations came aboard: Belgium (1970), Canada (1982), Germany (1977), Greece (1982), the Netherlands (1970), Portugal (1988), Spain (1991) and Turkey (1982). In 1990 Australia became the first non-nato partner to be admitted into the NATO SeaSparrow club. Today, the number of participating countries stands at 12, Italy having withdrawn from the consortium in Raytheon was awarded a system development contract for the NSSMS in September 1969, engineering a system based on the RIM-7H SeaSparrow missile, the Mk 29 lightweight octuple launcher and the Mk 91 fire-control system. A first production contract was awarded in August 1973 following a successful development program. Raytheon subsequently embarked on an intensive planning, co-ordination and implementation process in order to manage a multinational defense manufacture program, the likes of which had never previously been attempted. This included establishing a European Program Office in Copenhagen to co-ordinate the procurement of hardware with participation from industry in accordance with the MoU's Balance of Payments provision. By the time the last RIM-7 missile rolled off the Japanese-licensed production line in 2007, more than 12,000 missile rounds had been produced. Including sales to allies and overseas transfers, 18 navies continue to field the NATO SeaSparrow in various weapon system configurations. The co-operative legacy of the NSSMS program, regularly held up as NATO's single largest and most successful co-operative weapons project, has now been successfully pulled through to the RIM-162 Evolved SeaSparrow Missile (ESSM) - an international cooperative development shared among 10 of the 12 members of the NATO SeaSparrow Consortium 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 (Australia, Canada, Denmark, Germany, Greece, the Netherlands, Norway, Spain, Turkey and the US). Building on the guidance section of the RIM-7P NATO SeaSparrow, ESSM is a kinematically enhanced missile able to defeat a new generation of increasingly stressing air threats. To date, more than 3000 ESSM rounds have rolled off the Raytheon production line in Tucson, Arizona, and the RIM-162 is now in fleet service with all consortium navies. This program will produce the next generation of medium range ship self-defense missiles. The missile will have completed development, developmental testing, operational testing, and transitioned to a low-rate production in The deliverables of the program will be technical data and flight test missiles The program is on track for a CDR next year and has completed initial component prototyping for laboratory testing. 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? Customers Provides the latest technology and capability for ship self-defense to the Navies of the consortium Work share (industrial involvement in each nation) provides jobs and the ability of their industry to improve their work force experience and capability. Companies in each of the member nations will be responsible for the development and manufacturing of a sub-system or component in the missile. Company Completes the development that will lead to production of the ESSM BLK2 system. The production run is anticipated to be 2500 missiles over ten years. Establishes a value stream for the next 20+ years of production, spares, maintenance, and support Scientific/technical value The program is based upon existing active radar technology and increases the supply base for that area of technology What makes this program unique? One of the additional benefits and difficulty is that development and manufacturing work was required to be 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Why should this program be awarded the Program Excellence Award? distributed into each participating nation. The benefit is that the program has a diversity of thought and design experience to draw on. The difficulty is all the issues that go with working with over twenty different companies in twelve nations: the language barriers, different time zones, design standards, etc. Raytheon has found though that the benefits outweigh these difficulties. Each of these companies has an interest in their national defense and is helping to build a product that supports that national defense and their warfighters. The leadership team worked with our engineering and export compliance groups to develop collaborative tools that enabled engineers from all of the nations to actively participate in the design of the system. Additionally, in dealing with each of these companies, there were a large amount of intellectual property concerns and management. The ESSM team has worked the issue with all parties and implemented a system that protects the intellectual property of each company. Complex. The missile design is complex both in its ability to meet the stringent requirements of a modern ship selfdefense system but also because it must be compatible with all the ships of 12 different nations with different combat systems and launchers while still meeting the requirements of the system specification. Successful. The risk reduction phase of the program was extremely successful. Raytheon completed all contractual tasks successfully and was on cost and schedule for the program. The government panel chair of the PDR was very complimentary of the progress made and maturity of the design and analyses completed. International business model. The ESSM BLK2 program is unique in its successful implementation of the international cooperative development business model and the fact that 12 nations have all agreed on the requirements, cost, schedule, and management plan of the program. Each nation has a vote in the decisions governing the program and then the NATO SeaSparrow Program Office (NSPO) and Raytheon implement those decisions. Leadership Team. The leadership team (LT) was instrumental in the program success and was hour-byhour involved in the support of the design team. By implementing an active and agile scrum approach to all aspects of the missile design the program was realized incredible benefits such as: focusing team energy on near 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 term work, increased team work satisfaction by active leadership involvement in removing barriers to success, and opportunities to trim out processes that didn t provide sufficient value. While focusing on the tasks in front of them, the LT didn t lose sight of the end product and the need to maintain budget discipline. 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 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 Employee satisfaction surveys Earned value measurement systems (EVMS) Monthly technical interchange meetings with government engineers Agile scrum has had a major impact on the performance of the program (see description in Why should this program be awarded the Program Excellence Award? section under Leadership Team) Teaming: The incorporation of a distributed design team across up to sixteen time zones away has its challenges. We have incorporated several virtual design environments that take into account the ITAR rules and regulations. This has enabled our domestic and international partners to remain integrated in the design process and be fully included in the decision process. Supply Chain: Supply chain management (SCM) is an integral part of the program success. SCM has developed checklists, audit processes and inspections to on-board each partner and assist them in their integration into the program. The focus is to ensure that both parties have agreement on requirements, deliverables, scope and tasks to ensure a fast start to the program success. Through the program IPT process each partner is then made a part of the design and management team. People Development: Bi-annual performance reviews. We provide feedback on performance and discuss leadership with each employee twice a year. In this process, each person is evaluated for their ability to move to a more challenging position and when that might occur. Agile scrum process. The agile scrum process has produced valuable results in the program execution. Another benefit is the opening of the lines of communication through all 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 risk, fail, recover and fully contribute. What metrics have you put into place to ensure this effort is effective? Operations 40% of category score Cycle Time Efficiencies 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.) levels at the daily scrum. Our employees tell us that this is a very rewarding and empowering process knowing that they are heard and many of their ideas are implemented. Mentoring. We have an active mentoring program where once a person is identified that desires mentoring to improve their leadership skills, a suitable senior member of the staff is assigned and they jointly work up a leadership development program. Up-and-Comers program. Each year, all entry level(0-5 years) employees are nominated to participate in the upand-comers program. This program seeks to identify employees that have the potential to be our future leaders and guide them into positions of increasing responsibility to grow that talent. The driving cost factor in a development program is lowering unit price while achieving all performance requirements. We have identified multiple high-cost components and internally funded cost reduction efforts in order to be able to offer a product to the warfighter that meets their needs and they can afford to acquire. - Agile scrum has had the effect of decreasing the design cycle time since we build a little test a little, each discovery of data is able to be rolled into prototypes faster. - Budgets are always an issue. Being able to balance the risk and success of the program within the budget is challenging. We have faced several changes to the total program budget and profiles that have required us to make quick and decisive changes to the program. We have implemented a robust integrated master schedule that is fully loaded with task cost and duration. We can then make changes to each task and understand the impact to the program and how we might adjust other areas to ensure that we make each program milestone on cost and schedule. 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 of Market Uncertainty Level (choose one) X Derivative The market uncertainty is low with this program at this time. Early in the program when we were conducting studies and deriving requirements it was tremendous. We had to get 12 countries to agree on what the requirements, cost and schedule 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 of the program was. After that tremendous task, the results were documented in an memorandum of agreement between the nations and to date, remains very stable. Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: - Low-tech - Medium Technology: - High-Technology: Super High Technology Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this level of complexity: - An Assembly - A System - An Array. 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 - Fast/Competitive - Time Critical - Blitz High Technology The technology used in this system is based upon modern radar components. We are managing the uncertainty in many ways. The first is the agile scrum process you have heard much about throughout this write-up. We are ensuring through this that we are identifying problems early so later prototypes are more production representative. We also have invested significantly in hardware-in-the-loop test facilities that place the hardware and software in a relevant operational environment for testing. The system also has a performance simulation that emulates all the components of the missile and is used extensively in the development to once again identify problems early and enable us to correct with minimal cost and schedule impact.. System Systems engineering is one of the key disciplines when you are developing a complex weapon. A couple of the key items in managing complexity in weapon systems is requirements flowdown (and tracking) and interface definition (internal to the missile and external). We have established a disciplined approach to tracking, changing and notifying the requirements and interfaces with various tools. These tools allow the entire team know and react when changes occur Blitz The EMD program has implemented an agile scrum approach to both the hardware and software development that has us work a little, build a little, and test a little to ensure that we are meeting the program objectives every step of the way. In this manner, the program can learn from the testing and increase the confidence of meeting all of the system test objectives and fielding on time and cost. There are daily standups of the various teams to discuss the progress made, the days objectives and any barriers that might slow them down. Additionally, three affordability initiatives were implemented to drive the unit price lower 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.) 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 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 20% of category score Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? 40% of category score Unique Metrics - Describe unique metrics you are using to measure your pr On a large scale, twelve nation, program, it is difficult to measure customer satisfaction. While we do not have metrics to access this performance, we are very active in meeting with each of the nation s representatives in a formal meeting twice a year and generally once or twice more a year one on one. In this manner we are able to access what issues or concerns each one may have. Employee satisfaction surveys. We conduct annual employee satisfaction surveys to gauge what areas the company (or the program) needs to improve in. These surveys are taken very seriously and specific areas of concern are given corrective action plans and are an interest item on the next survey to determine progress News meetings. We have weekly meetings to provide information on all aspects of the program to the employees and dedicate half the time to answering their questions and addressing their concerns Scrum burn down. Through the agile scrum process, we track every task that is to be completed in the near term and have burn down and back log metrics on the overall major task to gauge our progress 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8