2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

Transcription

1 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 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 Right After Incident First Lift For Move C-17 Globemaster III Integrated Sustainment Program (GISP) Troy Dawson, Vice President & Program Manager of C-17 Globemaster III Integrated Sustainment Program Special Project Overarching Need: The Boeing C-17 GISP program guarantees a rate of C-17 operational availability by providing worldwide support services for the multi-national C-17 fleet, the backbone of global military airlift. Program History: The C-17 GISP program began as a U.S. Air Force lifecycle acquisition vision in 1998 that required highly innovative support concepts. The result was a C-17 systemlevel performance-based contract structure that effectively incentivized Boeing s behavior to perform, continually improve and deliver readiness. Program Product & Scope: Boeing is fully responsible and accountable for total weapon system availability by executing program management, sustaining logistics, material and equipment management, sustaining engineering, depot-level aircraft maintenance, engine management, long-term sustainment planning, Air Logistics Center partnerships, Recovery and Modification Services and support of foreign military customers. Special Project Background: On January 23, 2012, the GISP sustainment team faced one of its biggest challenges in more than twenty years when USAF C-17 number P-189 skidded off a snowy runway at a U.S. Army forward operating base in Afghanistan. This major incident severely damaged the underbelly of the aircraft, including the landing gear, and blocked the runway, disrupting base operations. After two weeks of detailed coordination with Air Force and Boeing leadership, Boeing GISP-deployed engineering and field technicians provided objective evidence that the aircraft was not a total loss. The damaged C-17 could be temporarily repaired and then ferried to the Boeing Long Beach Depot Center (LBDC) in Southern California for a full permanent repair. What started out to be the potential loss of a three-yearold aircraft turned into an opportunity for the U.S. Air Force, U.S. Army, Boeing and suppliers to work together to repair and return back into service a fully-operational C-17 airlifter AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 II. Value Creation = 20 points Note that we have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Value: 50% of category score What is the long-term value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) 50% of category score Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Using the knowledge and experience from previous aircraft recoveries (although none were as severe as the damages sustained by P-189) the team developed ways to salvage high cost parts, create unique recovery/repair tools and devised an Earned Value Management model to track all related financials. Had the decision been made to scrap P-189, the estimated loss would have been over $200 million. Once the Air Force decided to repair P-189, the estimated recovery and repair cost was $69 million. Actual costs, however, came in at $55 million, an under-run of $14 million. Examples of those savings: The GISP team saved the customer $1.5 million by reinstalling the same nose assembly used during initial recovery as part of the permanent repair. The tooling designed to support the recovery operation used a C-17 production program main landing gear primary shaft boring tool, leading to more cost savings. Since many tasks in the physical repair process were going to be done for the first time, the team had to be creative with the equipment required. For instance, the nose jacking points had been destroyed during the incident so normal C-17 jack procedures would not work. The team configured commercial aircraft jacks to lift the aircraft from non-typical fuselage mounting points. The team was able to incorporate and benefit from what had been learned from previous C-17 recovery and repair efforts of C-17s, incorporating Best Practices to help make P-189 repair tasks more efficient. At Its Most Vulnerable 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 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? Previous C-17 recoveries include the repair in August 2005 of C-17 P-96 after it ran off a runway at Bagram Airfield Afghanistan, severely damaging the nose wheel well and the forward lower belly/galley. In February 2009, C-17 P-34 landed at Bagram Airfield Afghanistan with its landing gear in the Up position. The entire lower fuselage and pod needed to be repaired. The P-96 repair lasted more than a year and required 84,000 man hours of work. The subsequent repair of C-17 P-34 took more than a year and 61,000 man hours. The lesson learned from the events noted above, along with the implementation of known best practices allowed the team to recover and repair this aircraft in more efficient manner. Special Handling Tooling Repair Plan 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 The P-189 project required more than 100 personnel from multiple organizations. Leadership selected recovery and final repair teams with the appropriate skills sets needed for the jobs. They also developed multiple planning and scheduling requirements to achieve program success. By instilling inclusion, effective communication, partnering and diversity, the resulting team fulfilled schedule requirements and exceeded customer expectations. Boeing resources in Long Beach, Huntington Beach, St. Louis, Mesa, Macon, San Antonio, and throughout the worldwide supply chain were engaged by GISP leadership to provide the 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 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? 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 recovery team exactly what they needed to get this urgent job done while not negatively impacting the rest of the global fleet of 223 USAF and 43 international partner C-17s. Due to the nature of government contracting, then-gisp Program Manager Gus Urzua saw the benefit of creating a structured approach for reporting weekly cost and schedule status. The tailored approach of using a customized Earned Value Management System (EVMS) tool to manage cost and schedule was both highly efficient and effective. Efficiencies resulted from the use of a streamlined model and minimal compliance oversight. The approach was effective due to the cross functional partnerships developing an executable baseline schedule coupled with frequent status updates. Upon arriving in Afghanistan, the recovery team s first task was to move the aircraft off the runway without doing further damage. The environmental and safety hazards were extremely dynamic. Afghanistan weather would quickly change from winter-time ice and snow to extremely hot summer temperatures. The recovery team also faced the threat of frequent attacks at the forward operating base by enemy forces. Under these dangerous circumstances, the GISP recovery team was aided by groups of soldiers, airmen and civilians over the course of three months to move the damaged aircraft from the active runway for repairs. Once moved, the team s challenge was to find a way to achieve airworthiness to allow the C-17 to survive a grueling, six-day flight from Afghanistan to Long Beach, California for permanent repairs. The lengthy flight required five stops and was limited to flying at an altitude of 10,000 feet because the severely damaged fuselage created cabin pressurization issues. The damaged main landing gear could not be retracted, which limited airspeed to 250 knots. Additionally, the crew could only fly under Visual Flight Rules 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 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.) (VFR) during daylight hours. After the aircraft s arrival in Long Beach, it was discovered that the Main Landing Gear trunnion boring tool, when installed on production tooling, operated with the C-17 center barrel section upside down. Much like the P-189 recovery and repair teams, the tooling organization demonstrated creativity and determination to design a boring tool and development fixture to perform the execution and testing of the boring operation on a fully assembled upright aircraft. Like most development operations, initial testing identified other immediate challenges. However, the team incorporated the required changes and lessons learned from the development/test fixture. They closely coordinated with local safety representatives to analyze the never-performed field level operation in order to ensure the safety of the team while maintaining the integrity of the aircraft. Among the challenges found, daytime thermal expansion was moving the aircraft over three quarters of an inch making it impossible to have the tool align to the appropriate axis. To allow the aircraft to stabilize, the team decided to conduct the entire boring operation on an off shift (midnight to 5 a.m.) avoiding hot daytime temperatures. Despite the obstacles, the combined team of management, technical subject matter experts, tooling, engineering, quality and safety personnel completed the critical task of boring four 5 diameter holes in thick fracture-critical structure in only five days while maintaining a tolerance of 0.006, or less. Boring Tool 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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. Level of Market Uncertainty Level (choose one) Derivative New to Market X Platform New to the World Describe how your program deals with this uncertainty to maximize value for all stakeholders. Note: This section does not apply to the Special Projects category. Aircraft recoveries are not a projected revenue stream, but if required, Boeing stands ready to provide this unique service. 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, wellestablished technology Medium Technology: existing technology modified to meet new design requirements High-Technology: recently developed new technology Super High Technological Uncertainty Level (choose one) Low Technology High Technology X Medium Technology Super High Technology At both the Afghanistan site and in Long Beach, special tools had to be developed to perform both temporary and permanent repairs. The Long Beach Depot Center developed a special mooring process to be documented and incorporated into the Long Beach facility s ground operating procedures. The main cargo floor level and flat requirements were critical to the aircraft s future functionality. Because of damage to the C-17 s cargo floor, massive steel I- beams were manually lifted into the cargo bay, supplying weight to the main cargo floor in order to press into position and hold it flat while executing the repairs to make it structurally sound. While temporary work was being done in Afghanistan, the Long Beach Depot Center team prepared for the eventual arrival of P-189, erecting scaffolding, come-a-longs, and block 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 Technology: nonexisting technology that needs to be developed during the program. 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 and tackle systems to aid in the removal and reinstallation of flight deck electrical power centers and avionic racks. Additionally, plans to replace the main landing gear trunnion frame a repair that had never been done before required a unique disassembly and assembly approach to prevent the aircraft from collapsing and to maintain proper structural alignment throughout the rebuild. Pace and Urgency (choose one) Regular Timing Time Critical Fast/Competitive X Blitz Beginning with the Air Mobility Command s first call to Boeing for help, the recovery of P-189 required an immediate response. With the recovery taking place in an active warzone, a sense of urgency and safety for the recovery team was critical to success. While the team was in Afghanistan, there were more than 200 enemy attacks recorded at the base. During one attack, a truck bomb was placed and exploded at the base s main gate. On several occasions recovery team members had to take cover or evacuate to the nearest bunker to avoid enemy attacks. As these hardships persisted, the team focused on one goal: make P-189 airworthy and fly out of Afghanistan. When presented an option to depart the warzone, most team members rejected the offers. Their job was to return the aircraft back to service in minimal time and they were united to achieve success. With this team spirit driving them, workers were able to perform the repairs needed to get P-189 airborne on October 6, The C-17 arrived at Long Beach Depot Center on October 12, 2012 to begin permanent repairs. A quick look at the numbers shows what it took to get the job done: 34 Boeing personnel logging nine months of work resulting in 27,000 labor hours, 127 major repairs, and utilizing more than 1,200 parts provided by key suppliers AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 V. Metrics (How do you measure program s performance) = 30 points Note 1: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Note 2: We have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Those with lower weighting are not unimportant; however, they have become given practices that all teams should be using. 40% of category score Customer/Performance How do you measure the impact of your program on your customer and your customer s satisfaction? Include a description of unique/new metrics, as well as numerical evidence (normally a percentage or rate). Focus on the unique metrics developed to provide an efficient way to effectively communicate this information to your customers and within your organization beyond your program team. Two years after being recovered from the Afghanistan war zone, P-189 was redelivered to the U.S. Air Force on October 15, 2014, arriving at its home at Joint Base Charleston, South Carolina with a clean bill of health following all inspections. The milestone drew high praise from the USAF customer and soon P-189 was tasked with resuming what it was built for: Combat Airlift, proudly flying today as part of the global C-17 fleet. Since returning to service, P-189 has maintained an excellent Mission Capable Rate of over 85% - comparable to a new C-17. P-189 has over 580 flight hours since October AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 Copyright 2011 Boeing. All rights reserved. 20% of category score Team How do you measure and assess the impact of your program on your team development and employee satisfaction? For members of the P-189 recovery and repair team, morale was bolstered by the strong commitment to ensure success of the operation by all parties involved Boeing s GISP program, the U.S. Air Force, and support personnel around the world. All came together to provide the technological support and innovation, financial commitment and drive, and the overarching mission to provide a safe and efficient working environment to ensure success. Within its ranks, the P-189 recovery team maintained high morale and developed a strong camaraderie throughout the operation. Families of the deployed team kept each other updated on mission status using Social Media, and Boeing set up a SATCOM terminal for regular phone calls from the team to their loved ones halfway around the globe. P-189 Team 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. MM&U C-17 GISP Copyright 2013 Boeing. All rights reserved. BOEING PROPRIETARY 12/09/2013 GISP Over and Above P-189 Repair All Up For the P-189 recovery and repair project, the Boeing Finance team created an Earned Value Management (EVM) model to develop the Estimate at Completion (EAC), budget baseline and to track cost and schedule performance. The Finance team partnered with the Long Beach Depot Center management team to develop a resource-loaded baseline schedule that was used as the basis for taking weekly earned value. This schedule included five major repair zones that were populated with Non Conformance Report (NCR) tasks. Each week, the Depot Center provided a percent complete for each NCR task to Finance. This allowed the cost analyst to update the Earned Value and the actual cost on a weekly basis, providing a report to leadership to assist in decision-making. In addition, the P-189 EVMS team used the Risk Issues & Opportunities (RIO) process to capture potential financial impacts beyond the initial EAC. The EVMS indices utilized included: Schedule Performance Index (SPI), Cost Performance Index (CPI), To Complete Performance Index (TCPI), Independent Estimate at Completion (IEAC), Equivalent Personnel (EP), Estimate at Completion and EAC with risk. Current Week Ending: 12/05/13 Cumulative At Completion ACWP $467,918 ACWP $20,553,751 BAC $47,448,094 BCWP $793,885 BCWP $21,106,650 EAC (records) $49,289,672 BCWS $929,301 BCWS $25,319,335 VAC -$1,841,578 EAC $398,883 EAC $22,391,970 ACWP+ETC = EAC $47,104,374 EAC delta -$2,185,298 SPI 85.4% SPI 83.4% CPI 169.7% CPI 102.7% Risks $400,000 TCPI 91.7% Opp. -$3,000,000 Financial Assessment -$2,600,000 BOEING PROPRIETARY 6/23/2015, AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10