Laser JDAM Sub-System Production

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2 Laser JDAM Sub-System Production I. Program Overview Organization Name/Program Name: Boeing / Laser JDAM Program Leader Name/ Position/Contact information , Phone Kerry J. Bush Program Manager Joint Direct Attack Munition Boeing Integrated Defense Systems St. Louis, Missouri (314) kerry.j.bush@boeing.com Customer: Organization/Name/Position/ Contact information , Phone Cecil CJ McEntire Program Manager Joint Direct Attack Munition AAC/EBDJ, 205 West D. Avenue, Suite 545, Eglin AFB, FL , (cell) cecil.mcentire@eglin.af.mil Program Category Subsystem Production Program Background: What is this program all about? (No more than one page). Describe: 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 The Laser Joint Direct Attack Munition (LJDAM) program originated from the war fighter s urgent need for a weapon to consistently defeat fast-moving targets. Through close cooperation with the United States Air Force (USAF) and United States Navy (USN), Boeing developed a subsystem kit integrating laser guidance with conventional JDAM. Building on the customer s perception of JDAM as the Weapon of Choice, war fighters can now effectively prosecute fast-moving targets with the same accuracy, reliability and affordability as baseline JDAM (unit price of less than $25,000). Recently, the USN ordered 700 Lot 1 Laser JDAM sensors for the Direct Attack Moving Target Capability (DAMTC) mission. Boeing also responded to an urgent U.S. Air Force need by delivering 550 additional sensors within 4 months of contract AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

3 Boeing / Laser JDAM II. VALUE CREATION = 20 POINTS Value: What is the 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) Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Boeing s Laser JDAM (LJDAM) is a prime example of tripling capabilities by applying affordable and innovative modular design improvements such as laser spot trackers to already-proven JDAM technologies. The value of LJDAM to the customer includes: added flexibility to attack stationary, re-locatable, moving and maneuvering targets; mission success through simplified training; and rapid laser sensor kit installation on fielded JDAMs (usually within 13 minutes). The value of LJDAM to Boeing includes: significant upside revenue by continuing to offer the customer a baseline low-cost solution, but with expanded capabilities, resulting in additional JDAM orders. The scientific/technical value of LJDAM includes: steeper impact angles for improved weapon effects in maximizing warhead effectiveness, enhancing likelihood of one shot, one kill. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Opportunity Management - Describe how your program has identified its operational and business opportunity, and manages this opportunity throughout the program s life cycle. JDAM has a proven legacy of continuous improvement. Boeing identifies new capabilities through our interaction with the Requirements and Acquisition communities and operational squadrons. These capabilities are either funded by Boeing, or cost-shared with suppliers and customers. Boeing and the USAF/USN Eglin Joint Program Office (JPO) also co-host annual War fighter Conferences to obtain constant feedback from operators and recommendations for system improvements. Investment in LJDAM and initial design requirements are developed from this candid war fighter feedback. Today s customers now require affordable alternatives that are equally or more effective. Modular accessories like LJDAM extend the life of the baseline product, but also add new dimension and capabilities for less cost. LJDAM is carefully managed throughout its life cycle, including investments in additional capabilities during initial fielding in Some examples include: enhanced maneuvering target capability; addition of the Height of Burst Sensor (HOBS) proximity sensor; MK-84 LJDAM flight test verification AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

4 Strategic: Strategic Supply Chain Integration and Cost Effectiveness Management: - Describe how your program is integrating its supply chain to assure visibility and adapting long-term cost effectiveness up and down the supply chain. Strategic: Operational Integration and Systems Engineering Describe the challenges faced by your program in terms of integrating the system into its operational environment and its impact on systems engineering planning and management. Operational: Planning, Monitoring, and Controlling - Describe your planning and resource allocation processes. How do you monitor and review your program s progress and make corrections to keep the program on track? With proven supplier management processes, Boeing selects the best aerospace industry sources to design, develop and deliver key elements of the LJDAM system: Elbit Systems of America (ESA) (Sensors); Woven Electronics (Electrical Harnesses); Stremel (Covers); Entwistle (Door); Container Research Corporation (Containers). The selection criteria include technical capability, proven quality, delivery performance and longterm cost effectiveness. Boeing regularly conducts Accelerated Improvement Workshops (AIWs) at supplier facilities to continuously maintain the highest production standards. During initial LJDAM development, Boeing s program team continually reflected on their primary challenge: How do we grow JDAM capabilities and maintain the inherent advantages of the War Fighter Weapon of Choice? Many factors were considered when integrating a laser sensor into JDAM s proven performance in the operational environment including: modificationavoidance of existing 150,000 JDAM inventory; rapid fielding on aircraft without software changes or extensive stores clearances; retaining JDAM ease of assembly; no maintenance or inspection for 20 years; no aircraft loadout changes with LJDAM; affordable laser sensor kit unit pricing for everyday use. All 225,000 JDAMs were designed with sensor interfaces and guidance software to accept sensor inputs. Boeing even designed a No Aircraft Integration concept of operation to avoid costly aircraft software modifications. The JDAM Program has an established battle rhythm that is an integral part of LJDAM, which consists of structured meetings, assessments and scheduled reviews to ensure effective communication, coordination and visibility. Boeing s Systems Engineering and Program Management Best Practices (PMBPs) are used to manage the LJDAM program throughout its life cycle. Boeing PMBPs provide a clear scope, schedule, and cost objective, as well as establish a baseline plan to measure value and performance. The Program Manager (PM) conducts weekly teleconferences with the customer and key suppliers to assess performance to plan, cost, risk, issue management, status of corrective actions and help needed. The Supplier Manager (SM) coordinates with the ESA daily to manage all program phases including development, verification, production and delivery. Technical teams work with suppliers to resolve hardware, software or production issues. The Systems Engineer (SE) executes and facilitates system engineering processes with the program team and suppliers. The SE reports directly 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

5 to the PM and manages requirements and change proposals. Cost account managers (CAMs) are responsible for tracking weekly EVM performance. Data is reviewed weekly at the LJDAM PM s staff meeting, nd monthly at the JDAM Program Management Meeting (PMM). A Reliability Assessment Team (RAT) process provides a quarterly forum for assessing and improving field performance. All integrated Product Teams (IPTs) support the RAT: logistics, reliability, structural & environmental, software, and guidance and control. The RAT includes USAF/USN representatives, providing an ideal forum to track field issues to closure. Operational: Supply Chain and Logistics Management -- What processes, tools and relationship-building methods have you used to develop, refine and improve supply chain and stakeholder integration? Please indicate also methods used to analyze/fact-find regarding supplier proposals. This is one of the most imperative needs of our industry please provide specific details and data that assisted you in gauging the effectiveness. Operational: System Integration, Testing & Reviews Describe the activities and processes used to succeed in your system integration, and testing. How did you conduct system design and technical reviews? Boeing Procurement Agents (PAs) and Supplier Program Managers (SPMs) are assigned to each supplier, and are responsible for maintaining healthy relationships with contractors. PAs request, receive, and evaluate proposals, as well as negotiate, award and monitor subcontracts. SPMs act as the technical interface, being very familiar with supplier operations. They understand and monitor technical and operational issues. Quarterly meetings are held to discuss current status, program initiatives and future market outlook.. Boeing also holds an annual JDAM Supplier Conference, which provides a crucial opportunity for LJDAM suppliers to also have direct access to Boeing management and the customer, as well as obtain first-hand feedback from the war fighter. Listening to our customer and understanding their needs has been critical to the success of the LJDAM program. Examples of deep Boeing interaction with the customer include Joint Interface Control Working Group meetings and Annual War Fighter conferences. U.S. government personnel also participate in our Configuration Control Board and Software Configuration Review Board, and provide relevant input to all proposed changes. In order to develop the requirements for a Laser JDAM weapon, inputs from the customer and technology base are examined, evaluated and transformed into a set of functional and performance requirements, and are the basis for the Functional Analysis and Allocation of LJDAM. Boeing also follows the Department of Defense (DoD) milestone review processes including SRRs, PDRs, CDRs, PRRs, and FCAs. Successful use of these reviews is the result of strong customer engagement in both system and supplier reviews AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

6 Operational: Risk / Opportunity Management Describe the processes used to identify both risks and opportunity and to assure potential for both is addressed effectively Please indicate any forward-leaning processes to support. Team Leadership: Team Culture and Motivation Describe how you created your team spirit and culture, and accomplished entire team integration and individual team member motivation. Proper risk and opportunity assessment is a Boeing PMBP, and an integral part of the LJDAM development and manufacturing management. Boeing s Opportunity Risk and Issue System (BORIS) is a defined risk assessment tool established in Boeing Procedure PRO- 5536, where the likelihood and consequence probabilities are established. During the assessment, severity determines risk levels. Mitigation plans are required for all moderate and high risk items. Boeing s principal suppliers risks are also included in the risk management process and reviewed monthly. LJDAM s success is attributed to one key reason: Boeing listened to the war fighter and gained a clear understanding of the customer s specific needs. With that information, Boeing established the following criteria: Clear Vision Today s war fighters determined a muchneeded capability which created a solid business case to invest in LJDAM; Sharp Focus - Boeing and supplier partners developed and executed a formal plan that balanced stringent technical requirements, while adhering to a strict budget. Customer First Attitude - balancing risk, schedule, cost and performance in a way that delivered capability on time, within or below the allocated budget; Direct Communication Frequent and clear communication protocol between USG, Boeing and our suppliers was critical in ensuring objectives were met or exceeded; Epic Leadership Strong USAF/USN program leadership was essential in coordinating program test ranges, test community, logistics and acquisition. Strong Boeing leadership also welcomed issues as challenges rather than problems; Trusted Partnerships - A solid relationship between the USG, Boeing and suppliers allowed the team to create joint solutions and celebrate victories together; Risk Mitigation Well-defined risks and execution of mitigation plans were paramount to success. Urgent Operational Need (UON) programs such as LJDAM are high priorities and are monitored weekly by the Assistant Secretary of the Air Force for Acquisition. This highlevel oversight motivated the team to beat the schedule and exceed performance benchmarks. Boeing recognition for the LJDAM team members also includes: team socials with the customer and suppliers; ceremonies for reaching key milestones; division-wide celebrations; informal dining events; individual Boeing gift certificates ($50 or $100 level); and Boeing cash awards up to $1,000 per individual AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

7 Team Leadership: Lessons Learned and Knowledge Management Describe how you collect lessons learned and best practices, and how they are shared with your team and company to improve performance. Also how are you capturing expertise and knowledge to assure availability over the life of the program? Team Leadership: Leadership Development How do you develop team s skills and build future leaders Best (& Next) Practices: Identify your program s specific Best Practices that you believe are unique, and could be shared with others Lessons-learned and best practices from successful Boeing programs consistently flow across the company and are included in LJDAM management training through the PMBP process. Close integration with our advanced technology team and coordination with other weapons programs is critical to capturing experience and knowledge for the program s goals. While Boeing s Phantom Works is responsible for developing new weapon technologies, their expertise is shared with LJDAM team. Cross-pollination of program ideas and leadership helps advance innovative and new Boeing products. As an example of leveraging success, the LJDAM seeker has become a critical component for the development of Laser Small Diameter Bomb (Laser SDB). Highly skilled employees are critical to achieving LJDAM program goals. Boeing makes significant investments in employee education, training and development through a robust tuition assistance program, access to the Boeing Leadership Center, and a wide variety of tailored training programs. Short-term training requirements are identified through a formal Performance Evaluation Process, and long-term skill and learning objectives are defined in a Performance Development Partnership process. Functional managers align skills and training needs with business objectives. Special assignments, job rotations, shadowing opportunities and mentoring programs are frequently utilized. Succession planning facilitates effective movement of people and provides a method to identify future leaders. Boeing s PMBPs have been critical to the success of the LJDAM program success. The biggest contributors to success are strict adherence to a well-defined and structured Battle Rhythm and diligent use of the Boeing Earned Value Management process. JDAM is cited as one of the most successful DoD acquisition programs in terms of exceeding requirements, as Boeing has produced nearly 225,000 tail kits on schedule and within budget. This success continues with LJDAM, even under extremely tight schedules. LJDAM was fielded soon after contract award (within 12 months for USAF; 15 months for USN) and demonstrated significant combat success. A best practice to be shared with industry is the strong level of trust due to constant, clear communication with our customers and suppliers. Boeing s integrated whole team approach has allowed us to work expeditiously and effectively through issues as they arise, while fostering trust in additional program areas beyond LJDAM AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

8 IV COMPLEXITIES) = 20 POINTS ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE 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 ; 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. LJDAM represents a new-to-the-market laser guided weapon product. Most existing laser guided weapons utilize primitive guidance algorithms and two position actuation systems suitable only against fixed targets, which are expensive and have low-mission reliability. Because of JDAM s modern architecture, LJDAM provides precise and reliable performance against fixed and high-speed moving targets at very low cost. A key aspect to reduce market uncertainty is to educate the war fighter on all LJDAM capabilities so that the user can refine the most effective employment. One-on-one user meetings, conferences and demonstration programs were conducted to educate and capture improvements for the final product. Through these techniques, LJDAM performed better than expected, and is now regarded as one of the most highly sought direct attack munition by Air Forces Central Command. By leveraging Boeing s decade of experience with JDAM Guidance Sets, LJDAM has captured all the reliability growth gained by the production of 225,000 JDAM tail kits. This aspect represents a Low Technology Uncertainty as mature JDAM hardware requires no modifications to meet LJDAM s needs. For LJDAM sensor production, JDAM s lessons learned are incorporated into LJDAM requirements and verified during design. Environmental requirements, design for manufacturing, lean production features and design margin are also incorporated to ease transition from development to production. Without the incorporation of JDAM technology and experience, several years would have been required to mature LJDAM to the level it has attained in its first year of production. LJDAM operates as a sub-system within a larger employment system. Other system elements include the navigation infrastructure (GPS), launch platform, laser designator and most importantly, the pilot or weapon officer allowing for precision placement of weapon. These other systems were developed independent of JDAM. As the system integrator, Boeing has expanded the system engineering team and chief engineer role to include oversight of these interdependent systems. Actual field performance is tested and documented, system level simulations are created and Laser JDAM algorithms are tuned to maximize system accuracy based on field performance. With a system of systems view, LJDAM performance is accurately predicted and performance exceeds expectations AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

9 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 Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and how you addressed them. The initial LJDAM focused on a competitive sense of urgency to develop a legacy Laser Guided Bomb capability for JDAM. Through our formal system engineering process, robust subsystem and algorithm requirements were developed to implement and produce this system. The war fighter then identified a new requirement for an urgent need high-speed moving target capability. The sensor hardware had sufficient performance margin to accommodate both moving and maneuvering targets and no modifications were required. Algorithms were modified to acquire and track moving targets. Time was critical as the war fighter indicated targets were defeating legacy LGBs with high speed maneuvers. With experience gained from initial development, the team quickly modified LJDAM software to meet the war fighter s need. Had hardware modifications been required, production would have stopped while modifications were made. Boeing listened to the war fighter and gained a clear understanding of the customer s specific needs, especially the sense of urgency to develop a legacy Laser Guided Bomb (LGB) capability for JDAM. The war fighter indicated targets were out-maneuvering legacy LGBs, making a requirement for LJDAM to include a high-speed moving target capability. Through Boeing s formal system engineering process, a robust subsystem and new algorithms were developed to quickly produce LJDAM. Because the sensor hardware had sufficient performance margin to accommodate both moving and maneuvering targets, no physical modifications were required. Had hardware modifications been required, production would have stopped while modifications were made. Leveraging experience gained from initial JDAM development, the team quickly upgraded LJDAM algorithms to meet the war fighter s particular need to acquire and track moving targets. V METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS Customer - How do you measure the impact of your program on your customer and your customer s satisfaction? Include a description of your metrics, as well as numerical evidence. The key Boeing customer for LJDAM is the actual war fighter, who is employed on today s constantly-changing battlefield. Technical performance metrics have been derived directly from customer requirements, and are reviewed quarterly. This includes LJDAM accuracy against moving targets and its overall mission reliability. LJDAM continues to exceed accuracy and reliability requirements as set in the contract. During the transition from development to production, the customer raised moving target velocity targets from 40 mph to 70 mph. Boeing honored this request, and a software upgrade was implemented without hardware changes or significantly affecting performance AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

10 Programmatically, cost management is a priority for LJDAM design and production, with affordability being a key discriminator in winning the Navy DAMTC competition. Boeing agreed to a long-term fixed price production contract and accepted associated cost risk for the 3-year contract. Because of an Urgent Operational Need, the customer required early delivery ahead of the contracted schedule. By including production and sustainment engineers in LJDAM development, Boeing was capable of increasing production and delivery rates to 800 LJDAM kits in less than 12 months. Performance - How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? Units/Month ppt Anticipated DAMTC LRIP Production Rate Mar 08 Aug 08 Oct 08 Sep 08 Nov 08 Preparing the Future - How do you measure and assess the long-term contribution of your program to the corporation/organization? Boeing s LJDAM program utilizes 14 processes within the PMBP to cover all phases of work: from creating a business plan through development, production and sustainment. This robust set of processes, when applied with discipline, yield very positive results. After contract award, Boeing established a distinct operating rhythm to include weekly EVM reviews, Change Control Boards, Corrective Action Boards and Risk reviews to ensure program execution remains on plan. As an example, when LJDAM transitioned to production, five of the fourteen practices were used to ensure a smooth increase to higher production rates: 1.) An integrated plan; 2.) An integrated schedule focused on the production transition; 3.) Supplier integration was accomplished through incorporation of their work into one integrated schedule; 4) Execution plans implemented in the Boeing accredited weekly EVM Performance Measurement System; 5) Risk, Issue and Opportunity processes were implemented to address pressures and opportunities outside current plans. Through use of established PMBPs, LJDAM production smoothly ramped from < 20 units per month to >100 units per month. All LJDAM sensor kit met requirements and with on time delivery. Boeing relies on an annual Long Range Business Plan (LRBP) to collect current and forecasted opportunities and align current, near-term and long-term business goals. We measure each opportunity or campaign by assigning a probability the program will proceed (Pgo) metric and a probability of win (Pwin) metric. While current Boeing programs generate sales and earnings to support the business, the long-term plans provide focus and internal funding for the future. LJDAM has been a key part of the Boeing s Direct Attack Weapons business LRBP. Our long-range view of LJDAM provided a new and flexible product to the customer and was deemed an appropriate use of internal funds. Production transition and sustainment were included in LJDAM s plan, to prepare for a smooth transition to high rate production AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

11 Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? Unique Metrics - Describe any unique metrics you are using to measure your program s progress and how do you focus it for outstanding success. Boeing s Direct Attack Weapons business measures team development and employee satisfaction through a variety of formal and informal methods, with the most important being one-on-one contact by first-line managers. This small Boeing organization of approximately 400 team members establishes an environment rich in developmental opportunities. LJDAM program managers have an open door policy, perform daily walk-arounds, schedule weekly staff meetings, hold all-hands meetings, and host lunch round tables where employees may candidly discuss issues and provide ideas for resolution. Members participate in an annual Boeing employee survey which gauges how employees think and feel about their jobs, work environment and leaders. The anonymous results are carefully analyzed and annual action plans created based on feedback. Every employee has the opportunity to influence the way we operate, and the Missiles and Unmanned Airborne Systems engagement scores were among the highest in Boeing Military Aircraft. The principal technical requirement for LJDAM is consistently high weapon accuracy against moving and maneuvering targets. Data from each test mission is thoroughly analyzed and evaluated to identify improvements. Through Boeing s technology insertion program, hardware and software improvements are developed, tested and incorporated into production as necessary. Proven processes and test methodologies are used to introduce low-risk improvements without affecting current production deliveries. Vigilant reviews of weapon performance provide Boeing with the ability to make continuous improvements, while still meeting delivery and quality goals for today s war fighters across the globe AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10