2015 Program Excellence Award

Transcription

1 2015 Program Excellence Award I. Program Overview Organization Name/Program Name: Program Leader Name/ Position/Contact information E- mail, 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 Lockheed Martin Missiles and Fire Control Joint Air-to-Surface Standoff Missile - Extended Range (JASSM -ER) Jason Denney, Director, Long Range Strike Systems jason.j.denney@lmco.com 5600 Sand Lake Road, MP 599, Orlando, FL System Level Production Need. JASSM and JASSM-ER both play a critical role in the U.S. Air Force s long-term strategic plan and the nation s defense. Both missiles combine superior standoff range, low observable flight and lethal precision engagement capability, providing a wide range of mission options against Anti-Access, Area Denial (A2/AD) techniques. History. JASSM-ER is an air-to-ground, precision-guided standoff missile designed to meet the needs of U.S. Warfighters. JASSM-ER shares the same powerful capabilities and stealthy characteristics of the baseline JASSM but with more than two and a half times the range. This additional reach allows our Warfighters to deploy JASSM-ER against high-value, well-fortified, fixed and relocatable targets while remaining clear of highly defended airspace and longrange surface-to-air missiles. Scope of Work. JASSM-ER evolved from the baseline missile to extend the range of a highly capable, precision cruise missile. The baseline missile was employed at ranges greater than 200 nautical miles, whereas the ER variant was needed to travel greater than 500 nautical miles. This increased range keeps warfighters at greater standoff distances, increasing flight crew safety and reducing warfighter casualties. Product. A 2,000-pound class weapon with a dual-mode penetrator and blast fragmentation warhead, JASSM-ER cruises semiautonomously in adverse weather conditions, day or night, using a state-of-the-art infrared seeker and enhanced digital anti-jam Global Positioning System (GPS) receiver to dial into specific target aimpoints. With unmatched performance, reliability and lethality, JASSM-ER provides best in class value. Deliverables/Current Status. In March 2014, Lockheed Martin produced and delivered the 30 th JASSM-ER missile, meeting Air Combat Command (ACC) Required Assets Available date. Subsequently, the U.S. government granted a Full Rate Production (FRP) decision on 20 Nov 2014 and Initial Operational Capability (IOC) declaration on 2 December 2014 on the USAF B-1B, Copyright 2015, Lockheed Martin Corporation. All rights reserved 1

2 highlighting the confidence the U.S. Air Force has in the program, paving the way for increased production rates for JASSM-ER in upcoming lots. II. VALUE CREATION = 20 POINTS 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? Value Customer. JASSM-ER plays a critical role in the Air Force s long-term strategic plan and the defense of our nation s sovereignty. This weapon system combines superior standoff range, low observable flight and lethal precision engagement capability, providing a wide range of mission options against Anti-Access, Area Denial (A2/AD) techniques used for high-value, first-day of the war and follow-on operational targets. Simply stated, JASSM and JASSM-ER are the Kick Down the Door Weapons that enable legacy and 5 th generation fighters/bombers to operate in unison in the A2/AD environment, providing a force multiplying effect. Legacy U.S. fighters and bombers will be in operation beyond 2030 and JASSM and JASSM-ER keeps them relevant against the increasingly lethal A2/AD threat. For example, in April 2015 the B-52 reprogramed a JASSM in-flight demonstrating a flexible, standoff capability against time critical targets, thus increasing the relevancy of the 60 year old Stratofortress. Value Company. JASSM-ER provides a technological base for current and future weapon platforms for Lockheed Martin, as evidenced by the Long Range Anti-Ship Missile program currently being executed for the U.S. Navy and DARPA. The research, development and integration of JASSM s subsystems into other programs highlight the scientific and technical value to both the warfighter and the defense industry as a whole. As a result, it provides low cost, proven technologies for various cruise missile applications. Technical Value. In particular, JASSM is a truck that could carry a multitude of payloads to meet varying warfighter missions. For example, the warhead can be reduced in size to increase range, the warhead could be replaced by a sensor suite, non-kinetic payloads could be integrated into the JASSM, and weapon data links could be added. Therefore, JASSM provides a low risk, high technology readiness platform for integration. 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 improve the value of this program to your customers, corporation, organization, 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 JASSM Quality Assurance organization is chartered to facilitate a culture of continuous improvement that protects the Copyright 2015, Lockheed Martin Corporation. All rights reserved 2

3 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? interest of the U.S. Air Force customer and LMMFC by ensuring a level of quality that meets or exceeds our contractual commitments, as well as customer and internal requirements. The JASSM 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 CABs emphasis on prevention and correction provides a forum to openly evaluate all issues, both potential and realized, and determine the action plan for robust and quick resolution. Teaming. Whether you are engineering the fight, contracting the fight, procuring or producing the fight, or financing the fight, everyone on Team JASSM understands that they add value to the end warfighting capability. Creating and supporting an integrated product team environment helps to empower each employee. Motivated and empowered employees produce game changing and innovative approaches to production, procurement, affordability, etc. For example, Team JASSM is committed to a 2-5% unit price reduction each year, agnostic of production quantity. This is a very challenging metric for a mature weapon system (currently producing Lot 11). Each team member has this goal in their annual LM Commits. Last year team JASSM achieved a 4.7% reduction in unit price from affordability initiatives alone, providing the U.S. Air Force greater buying power. Empowerment is the act of giving mission type orders and boundaries and allowing the team to innovate. This approach pushes the decisions down to where the information and knowledge resides. Empowerment is how Team JASSM operates and it s proven to be a force multiplier and an affordability asset. In a separate effort, the JASSM program spearheaded bringing the USAF Education with Industry (EWI) program into Lockheed Martin. In an effort to drive industry familiarity and building business relationships with future USAF leaders, JASSM brought in participants to ghost program management for several weeks. Over the course of the program USAF personnel acquired full insight, with the intention of educating them on how the contractor side operates. Understanding the difficulties on the side of the contractor will help streamline the acquisition and development process in the future. Supply Chain. The Subcontract Management Process is owned by the Materials Acquisition & Management function. The Subcontract Management Process spans program management, procurement, engineering, business management, and operations processes. The JASSM approach to supplier management establishes highlevel strategy as well as working level tactics to create a Copyright 2015, Lockheed Martin Corporation. All rights reserved 3

4 Operations 40% of category score preventative posture rather than a reactive posture, for supplier issues. In addition to the standard industry tools and practices for monitoring supplier performance, JASSM employs several unique tools and metrics to drive success. A supplier risk assessment tool was generated to color code and track supplier areas such as technical and schedule risk, quality, cost, obsolescence, SCARs, etc. This tool has been made available to various other programs at MFC. Proactively tracking and correcting supplier issues early saves time and money for both ends of the JASSM program, LM and USAF. The JASSM Program Director has the ultimate responsibility for subcontract management execution and is responsible for cost, schedule, quality and technical performance for the subcontracted effort on the JASSM program. The JASSM Subcontract Program Manager (SPM) is delegated by and accountable to the JASSM Program Director for subcontract performance and is a member of the JASSM Program Senior Integrated Product Team (Sr. IPT). The SPM is designated as the leader of the Supplier IPTs. The SPM is responsible for managing the activities of the subcontracted effort, including cost, schedule, quality and technical performance. Supplier IPTs are used to manage all major JASSM subcontracts. The Supplier IPT is a group of cross-functional teams led by the JASSM SPM. The JASSM SPM is responsible for the overall performance of the individual Supplier IPTs, whose core members include Subcontract Management, Engineering and Quality Assurance. Additional functional areas may be included in the membership of IPT Teams where their expertise is required for effective management of a particular supplier. Each individual Supplier IPT has a Lead who comes from one of the core disciplines. The individual Supplier IPT Lead is responsible for quality, cost, schedule and technical performance of their applicable supplier(s) and reports to the SPM. People Development. Team JASSM Builds the Bench through multiple internal /external development activities. Team JASSM conducts monthly lunch-n-learns spanning topics from program specifics, leadership, U.S. Government processes, to briefings focused on Warfighting tactics and capability briefings from former Warfighters. The goal is to connect LM employees with the Warfighter and the capabilities they deliver. Team JASSM also engages the U.S. Air Force Joint Program Office in formal team building events focused on people and processes. Cycle Time Production Operation Rhythm. The Long Range Strike Systems (LRSS) production rhythm begins each day where the teams from our different sites come together to communicate the plans for the day, identify real or potential challenges that may Copyright 2015, Lockheed Martin Corporation. All rights reserved 4

5 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. 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.) arise and to 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. Efficiencies. The vast experience of the team allows for timely transfer of lessons learned from the baseline JASSM to JASSM- ER, and the transition of JASSM-ER to the development and eventual fielding of the LRASM system to the warfighter. A high degree of commonality between the JASSM ER and LRASM systems provides the opportunity to build the weapon system hardware on a common line in a more affordable manner with minimized manufacturing risk. 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. The teams have been responsible for year-over-year improvements in reliability of the system resulting in a 2014 test yield of 99%, reduced hours per unit (HPU), 22% improvement in 2014 for defects per unit (DPU), greater than $2.5M cost savings in 2014 through implementation of >45 innovative and creative affordability initiatives. The PMTs are also staffed with multiple Black Belts and Green Belts who have been trained on multiple Lean/Six Sigma tools to facilitate the continuous improvement mindset. Working in concert with the production enterprise is our use of the Yellow Flag and Red Flag tools. The Yellow Flag process is an early warning system that flags potential challenges in our production enterprise or in the supply base. 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 the Red Flag where the issue is managed daily by our 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. Copyright 2015, Lockheed Martin Corporation. All rights reserved 5

6 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 the 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. Our world class facilities and infrastructure, disciplined approach to manufacturing, robust failure management and corrective action system, a highly skilled workforce knowledgeable in development to production transitions combined with an appropriate system of checks and balance has built a strong foundation. To date, we have delivered over 1600 missiles of the JASSM and JASSM-ER 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 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 Derivative. The current budget environment is driving DoD market uncertainty across the board from platforms to weapons to support. As such, new weapon development and new-start programs are scarce, as affordability is king. The JASSM weapon system provides an ideal platform from which upgraded features and alternate capabilities may be derived and put forth in support of the warfighter. JASSM-ER provides an excellent example of an affordable alternate configuration to meet current and future warfighter needs in this environment. JASSM-ER, now in Full Rate Production with declared Initial Operational Capability on the B-1 Bomber as of December 2014, provides more than double the range of the JASSM baseline missile, and is particularly suited for the long range strike needs of the Air Force in today s increasingly hostile, Anti-Access Area-Denial (A2AD) threat environments. JASSM is also viewed as a viable platform and weapon system in future environments. A number of initiatives are on-going to address these needs, including a Service Life Extension Program, selected technology investments and demonstrations, and long-range planning and road mapping in collaboration with the government program office. Alternate payloads, aerodynamic upgrades, operation in networked environments, and enhanced survivability all provide excellent candidate technologies for enhancing JASSM performance based on warfighter needs and operational priorities. A robust JASSM Foreign Military Sales (FMS) program also addresses the uncertainties of today s market environment by ensuring JASSM production facilities continue performing at their peak, driving affordability while providing the unique capabilities of this weapon system to the US Copyright 2015, Lockheed Martin Corporation. All rights reserved 6

7 Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: - Low-tech: application of mature, wellestablished 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 Government s foreign allies. High Technology. JASSM and JASSM-ER are highly technical, highly innovative, production programs that have met aggressive schedules for delivery of these complex missile systems. The Low Observable (LO) coatings and structural shape and materials perform like no other missile system anywhere in the world. The avionics technology, fuel management and balance system, and the control actuation systems, among many other subsystems, are not just highly complex, but highly reliable, as evidenced by the flight test program results over the past several years. While meeting production order commitments there are also continuous improvement programs, requiring constant identification and attention to affordability, reliability and capability improvement opportunities. JASSM and JASSM-ER are at technology readiness levels (TRLs) of 9, with JASSM in the middle of Full-Rate Production Lot 11 and JASSM-ER in the middle of Low Rate Initial Production Lot 3. The opportunities to develop, qualify and integrate new or alternate technologies into the existing qualified production systems are constantly being pursued and evaluated through Supplier Integrated Product Team (IPT) initiatives, Affordability IPT initiatives, Production IPT initiatives and Value Engineering Change Proposals (VECPs). These opportunities are always evaluated for technical, cost and schedule advantages and disadvantages, as they must trade well or be dismissed. The engineering design team approaches each opportunity with attention to detail, understanding that design changes may be required to incorporate these opportunities, but that the impact to other subsystems must be evaluated to determine whether the impact, if negative, is outweighed by the positive impact of the system improvement. Because these are both continuous improvement programs new and emerging technologies are always being evaluated/monitored for relevance to these systems, and where applicable, the technology innovators are contacted to determine/influence the environments for which these technologies are being tested, in order to minimize the qualification impacts that may be felt by the programs if the technologies are deemed worthwhile incorporating. System Complexity. The highly complex JASSM and JASSM-ER missile systems are under constant scrutiny by the systems engineering team, the engineering design team, the quality team and the production operations team, monitoring for trouble spots, which include obsolescence issues, manufacturing defects, supplier defects, test anomalies, and hardware availability concerns. The programs have mitigated the risks of these types of issues by utilizing: 1) Supplier Assessment and Surveillance (SAS) onsite at supplier and sub-tier supplier facilities, 2) First Article Inspections (FAIs), 3) Pathfinders, 4) Sampling Plans, 5) Lot Acceptance Tests, and 6) Risk Reduction testing, to name a few. These risk mitigation steps are intended to limit the risk to the programs, and catch defects or trends as early as possible in the process of hardware production, and correct or prevent those negative detail, sub- Copyright 2015, Lockheed Martin Corporation. All rights reserved 7

8 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 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 system or system trends before they have the opportunity to affect systemlevel performance or production schedule. Fast/Competitive. A sense of urgency permeates the JASSM program; it is not a competitive environment, but it is fast-paced and demanding. The collective teams, both government and contractor, understand the criticality of this weapon system and the capabilities it provides to the warfighter in today s threat environment, and in the current DoD budget environment. Programs that don t perform in these environments in a timely manner simply don t survive. The urgency of the JASSM program applies to all the seasoned team members that lead and execute this program, from engineering to contracts, communications to production, and test and support. They ensure the system is produced efficiently, effectively and on time so that systems are delivered to the warfighter as required. Critical to the timing of the JASSM program is the pace of the precise and complex production line at the Pike County Operations facility in Troy, AL. The PCO facility is currently undergoing large scale capital improvements to increase missile production rates by 33% to be completed in September This was undertaken to ensure that all missile production requirements for both US government and FMS customers are met on time, and can be ramped up when operational needs dictate. Any issues identified during the course of program execution are dealt with swiftly and in close coordination with government program counterparts to ensure warfighter assets are available when required. 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 was a record year of JASSM-ER. JASSM was downgraded from an Acquisition Category (ACAT) ID to an ACAT- IC, giving the U.S. Air Force acquisition decision authority over JASSM and JASSM-ER in the future, versus at the Office of the Secretary of Defense level. This was a sign of confidence from the Under Secretary of Defense for Acquisition Technology and Logistics (USD/AT&L) in the level of maturity and stability of JASSM and JASSM-ER. Additionally, Team JASSM beat the U.S. Air Force s Required Assets Available date, conducted multiple Production Readiness Reviews, received a favorable Full Rate Production decision from the Secretary of the Air Force for Acquisition (SAF/AQ), and achieved JASSM-ER s Initial Operational Capability, clearing JASSM-ER to be used in combat if the need exists. IOC is the stage in the program s Production & Deployment (PD) life, where it meets the threshold and objective capabilities for the user s stated need. At the start of each calendar year, the LMMFC and JASSM Program Office establish the strategic and tactical goals for the year. This is accomplished together. These goals are incorporated into an Expectation Management 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? Agreement that defines the objectives for the year and commitments by each team to achieve those objectives. Customer Satisfaction. A true metric of customer satisfaction is warfighter testimony and success. At the 2014 JASSM Supplier Conference, Lt Colonel William Alcorn said launching a JASSM is his badge of honor. Lt Colonel Alcorn is the Commander of Detachment 3, 53 rd Test Management Group, 53 rd Wing, Dyess Air Force Base. In addition, the US Air Force s Weapon System Evaluation Program (WSEP) has proven the utility of JASSM in operationally relevant employment scenarios. In 2015 alone, WSEP has employed JASSM off of a B-2, B-52, and an F-16 with great success. Subsequently, in late 2015, WSEP plans to employ its first four JASSM-ERs. Metrics. MFC has conducted 6 development flight tests for ER, going 6- for-6, and when combined with the 20-for-21results from the U.S. Air Force IOT&E flights, JASSM-ER has achieved a 96% reliability rate. MFC conducts an annual employee survey (LM Voice). This survey gauges employee satisfaction and areas of concern. Results are tabulated and distributed, and action plans are developed as trends emerge. Surveying employees and taking responsive action has proven very successful in measuring employee satisfaction and is an ongoing process. One small example was employees wanted to wear jeans to work on Fridays. MFC implemented this change to great success. Leaders continue to engage employees periodically on the LM Voice results to implement additional changes where needed. In addition to internal MFC surveys, the JASSM leadership surveyed the U.S. Air Force team to determine what is working, what is not, and areas for improvement. As a result, the joint LM / government leadership is implementing actions to improve business operations, communication, and team relationships. 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. In addition to the standard CPAR metrics, Team JASSM has instituted a unique metric called the Customer Satisfaction Grid that measures customer satisfaction in major areas such as program management, production operations, product support, engineering, contracting, etc., to provide a one page snapshot of customer satisfaction. At the beginning of the year, the leadership teams plot the current state in each area on a color coded cube (similar to a risk cube) as well as the desired future state. Progress is measured quarterly and supported by facts. The JASSM team has realized significant supplier improvements as measured by monthly Executive Leadership Council (ELC), production and supplier metrics. Among the supplier metrics being tracked on JASSM are Quality Defects, Stock Purges, SCAR Cycle Times, Return to Supplier Cycle Times, Unplanned Work, and Material Review Board. JASSM has documented decreases in QDs and Stock Purges. These improvements are a result of the program driving a culture shift from tactical to strategic methodologies, supplier IPT accountability and re- Copyright 2015, Lockheed Martin Corporation. All rights reserved 9

10 energizing the supplier CAB. We utilized a getting back to the basics approach where we re-focused the team, defined importance and measured our results. In addition to the standard CPAR metrics, Team JASSM has instituted a unique metric called the Customer Satisfaction Grid that measures customer satisfaction in major areas such as program management, production operations, product support, engineering, contracting, etc., to provide a one page snapshot of customer satisfaction. At the beginning of the year, the leadership teams plot the current state in each area on a color coded cube (similar to a risk cube) as well as the desired future state. Progress is measured quarterly and supported by facts. The JASSM team has realized significant supplier improvements as measured by monthly Executive Leadership Council (ELC), production and supplier metrics. Among the supplier metrics being tracked on JASSM are Quality Defects, Stock Purges, SCAR Cycle Times, Return to Supplier Cycle Times, Unplanned Work, and Material Review Board. JASSM has documented decreases in QDs and Stock Purges. These improvements are a result of the program driving a culture shift from tactical to strategic methodologies, supplier IPT accountability and reenergizing the supplier CAB. We utilized a getting back to the basics approach where we re-focused the team, defined importance and measured our results. Copyright 2015, Lockheed Martin Corporation. All rights reserved 10