Rockwell Collins/F-22 CNI Depot Activation

Transcription

1 Phase 1 Submission 2011 Program Excellence Award 2011 AVIATION WEEK Program Excellence Award Program Nominee: Rockwell Collins - F-22 Communications/Navigation/Identification (CNI) Depot Activation Program Purpose of Program: Establish a Depot Partnering repair capability with Warner Robins Air Logistics Center for the F-22 Communications, Navigation, Identification (CNI) equipment. Overarching Need: Long-term sustainment of USAF stealth fighter aircraft. Improving aircraft operational readiness & mission availability. Period of Performance: January 2008 August 2011 Type of Contract: Firm Fixed Price Rockwell Collins Program Leader: Russell J. Wagner, Principal Program Manager Telephone: , rjwagner@rockwellcollins.com Customer: Lockheed Martin Aerospace Company Mr. Anthony Conrad, Depot Activation Program Lead Telephone: , anthony.conrad@lmco.com End Customer: Warner Robins Air Logistics Center (WR/ALC) Mr. Robert Long, Depot Activation Program Lead Telephone: , Robert.Long2@robins.af.mil 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 Rockwell Collins Program Leader Biography: Russell J. Wagner, Principal Program Manager Russ Wagner has over 30 years of avionics experience with Rockwell Collins. His track record of increasing responsibility and achievement in directing, managing and supporting business growth through well-crafted strategies, strong leadership, continuous innovation and execution excellence made him ideally suited for this extremely challenging project. After obtaining a Bachelor of Science in Electrical Engineering Technology, Russell quickly set himself apart at Rockwell Collins as a Project Manager in the Test Equipment Engineering Group. In this role, Russ led test equipment design and development activities for chip, board and system-level avionics and communications. His focus on managing project test equipment budget, schedule and technical performance culminated in his being recognized as the Rockwell Collins Engineer of the Year for distinguished contributions in Design-For-Testability. This solid foundation would prove key to the success of the F-22 CNI Depot Activation program. As a Senior Design Engineer working in the Rockwell Collins Advanced Technology and Core Design Process Engineering Group, Russell again was able to stand out among his peers, coauthoring invited technical articles for the Proceedings of the IEEE and developing book chapters on microelectronics design, assembly and test. Russ also developed corporate design guidelines for microelectronics packaging & circuit board assembly. While working full time at Rockwell Collins, Russ Wagner was also focused on continuing his educational career and received a Masters of Engineering, Systems Engineering (MESE) as well as an Executive Masters of Business Administration (EMBA). Rockwell Collins noticed Russell s management potential and promoted him to Manager, Advanced Operations Engineering, Advanced Operations and Services. In this key role, Russ directed a diverse staff of 24 engineers, supporting a variety of engineering disciplines to include EE, ME, ChemE, IE, DFM, Metallurgical and Microelectronics. Russ managed a significant Research & Development budget and supported 10 Rockwell Collins manufacturing sites. As Director, Test Solutions and Engineering Support Services, Government Systems, Russ directed 18 managers overseeing a staff of 325 engineers and technicians located in Iowa, Texas and California. Under his leadership, the group achieved a 25% reduction in annual test equipment design expenditures by leveraging Lean electronics principals. Russ has been a Keynote Speaker, General Chairman and member of several Advisory Boards and Author of over 12 technical papers, books and journals. In his current role of Government Services Program Manager, Russell Wagner s outstanding technical and managerial skill combined with his impressive background has made him ideally suited to successfully manage the Rockwell Collins F-22 CNI Depot Activation AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 Rockwell Collins F-22 CNI Depot Activation Narrative All programs face their share of challenges, this one is no exception. As program technical negotiations were being completed in Cedar Rapids, Iowa, the Cedar River rose to a historic 500 year flood level. Negotiations completed with the team narrowly escaping town on the single remaining open highway through the city. Several months later, the official program kick off and requirements review commenced on the coldest day on record (-29F, with 50+below wind chill). The weather has since substantially improved and this program has developed to be a benchmark program for other depot activations to follow. For the entire depot activation team, project success has never been focused on the individual, but in shared success through hard work and effective team communications. As was reflected by a customer comment, I never thought in all my life I would say I m looking forward to going back to Cedar Rapids but we get things done! Rockwell Collins has worked closely with our prime, Lockheed Martin Aerospace Company and the end customer, the USAF SSO (Systems Sustainment Office), USAF Warner Robins Air Logistics Center (WR/ALC) to ensure that the F-22 Communications, Navigation and Identification (CNI) Depot Activation Program is considered a bench-mark in Public-Private Partnerships. Throughout the program there have been numerous technical and management challenges that were addressed and overcome. Those challenges include issues many programs experience such as; a geographically distributed workforce, critical part shortages and staff turnover. This program also had its share of unique issues related to sustainment of a very complex subsystem, significant delays in critical equipment deliveries and life threatening illness. These anticipated and unanticipated program challenges were largely addressed through the early use of program planning and management tools and a strong program partnership. Best practices were instilled from program inception leveraging corporate program management tools and processes, along with lessons learned from prior depot partnerships. The primary intent of the F-22 CNI Depot Activation and maintenance partnership initiative is to enhance depot support to the warfighter by enabling and empowering the DoD organic depots to develop appropriate partnerships with the commercial sector, while recognizing the legitimate national security need for DoD to retain depot maintenance capability. This effort is part of DoD Title 10 Core Logistics (10 USC 2464) that requires: DoD to maintain a core logistics capability that is Government-owned and Government-operated (including Government personnel and Government-owned and Government operated equipment and facilities) Ensure a ready and controlled source of technical competence and resources Ensure effective and timely response to a mobilization, national defense contingency situations, and other emergency requirements The overarching need is to provide for long-term sustainment of USAF stealth fighter aircraft and continuously improve aircraft operational readiness & mission availability. This F-22 CNI 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Depot Activation is Firm Fixed Price Program that began in January 2008 and will complete in August Upon completion of program activities, this program will establish Warner Robins Air Logistics Center (WR-ALC) as a source of repair for a complex RF subsystem comprising six line replaceable units. The WR-ALC Depot will be able to perform top-level Line Replaceable Unit (LRU) tests and repairs and have the ability to remove and replace faulty modules. Rockwell Collins will perform sub-level SRU tests and repairs as well as maintain capability for LRU repairs. Lockheed Martin as Prime System Integrator manages the overall F- 22 Sustainment program for all aircraft systems and subsystems and also supplies and maintains the common automated test equipment platform. F-22 CNI Depot Activation Program deliverables include over thirty six (36) complex RF CNI Test Program Sets (TPS) encompassing Test Software Diagnostic Programs; Test Hardware Fixtures; Special Tooling; Training; Technical Documentation; and Field Service Engineering support. Additionally, this program provides Integrated Logistics Support (ILS) Sparing Analysis, and Material Lay-In/Spares. The complex RF subsystem architecture and design of F-22 CNI subsystem posed numerous technical challenges for the partnering team. The F-22's Communications /Navigation /Identification (CNI) subsystem is a collection of communication, navigation, and identification functions packaged in rack mounted, liquid cooled, SEM-E modules which interface to a RF filtering and switching Antenna Interface Unit. SEM-E module functions included in this depot workload include 5-channel and single channel tunable L-Band receivers, UHF/VHF singlechannel tunable receivers which support U/VHF voice communications, L-Band transponder Carrier Generator/Power Amplifier (CG/PA) used to support low duty cycle pulse modulation of RF transmit power for IFF transponder and TACAN functions, and a Link-16 receiver. The essential features of the CNI architecture include; RF/preprocessing/processing, receivers and transmitters, high speed digital processing of baseband signals and high speed control of RF assets; low latency data transfer and low noise for a system containing both RF and digital signals, and special purpose busses. These features posed numerous technical challenges in the design and build of suitable Interface Test Adapters and the migration of manual test and measurement methods on low level, sensitive signals, to a new automated test platform. The program is on target for completion in August To date, Rockwell Collins has successfully delivered the first four of six Test Program Sets (TPS) and has demonstrated the capability to successfully repair F-22 CNI units at WR-ALC. A major success factor for this program is utilizing proven corporate best practices and processes that prescribe a life cycle approach to opportunity identification, authorization and management. Opportunities are first identified early through a Pre Execution Program Planning (PEPP) process, and continuously identified, authorized and managed using a Risk & Opportunity Register tool and Rockwell Collins Management Authorization Process (RC-MAP). The tools and process are utilized on an established regular review cycle. Four months prior to launch of this depot activation program the Rockwell Collins team was selected by management for an intensive Pre Execution Program Planning (PEPP) engagement AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 PEPP is a facilitated approach to program planning, and is used to help teams prepare for execution of a program. By using a collaborative, cross-functional approach, a good baseline plan can be created that will help overall performance during execution of the program. The PEPP team can be engaged to assist the program team with the existing Rockwell Collins Integrated Performance Management (IPM) Process. The PEPP doesn t call for new artifacts or processes, rather it is a more team oriented approach to the existing artifacts and processes already called out by IPM. The value of PEPP is maximized when there is good cross functional team involvement in creation of the IPM artifacts. Programs are selected and prioritized for PEPP by senior leadership. Selection criteria can be based on several factors, such as high risk, advanced technology, or size of program. Through a series of program characterization questions and facilitated sessions, the PEPP Team assisted the depot activation Program Team by walking through the various artifacts required by IPM. This is done through the use of a detailed Program Plan / Design Plan template. This extensive Program Plan / Design Plan has been used throughout the program, establishing a detailed program plan and tailored set of standard project metrics that are actively monitored. Industry statistics tell us that program performance can be significantly improved and enhanced by actively measuring, interpreting and responding to key program parameters with the use of data and metrics. The Office of Secretary of Defense for Acquisition and Technology Study, Systemic Root Cause Analysis study (Oct 2007) showed Project Management to be the number one cause of poor program performance. Project metrics provide leading indicators of impending or potential program issues, giving the Program Manager an early opportunity to mitigate their negative effects on program cost and schedule. The Project Management Metrics utilize a tailored set of standard measures to address focus areas which are key in assuring a successful design and development efforts. Tailorable metrics include: Integrated Master Schedule (IMS); Earned Value Management; Staffing; Risk; Manufacturing Introduction Index (MII); Technical Performance Measures; Change Requests and Problem Reports; Program Action Items; Design-To-Cost; and Subcontract Status. The Program Action Item and IMS process and metrics became strategic best practices for the depot partnering team. As a partnering team, regular weekly, bi-weekly and monthly status cadences were established for proactive program management of these leading indicator metrics, fostering continuing growth of trust in the partnership execution. Major Milestone meeting planning and expectations were established in for Development Test & Evaluation and Operation test & Evaluation milestones advance along with additional In Process reviews to allow effective management and timely resolution of the many technical and programmatic issues. A key success factor was establishing and staffing an end customer advocate at the beginning of the program. We hired and developed a Field Service Engineer to work with the engineering development team and represent the end customer during all in-process reviews and customer 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 milestone meetings. This same FSE is now working at the depot supporting the activation program and will remain there as part of the long-term sustainment activities. A key part of the F-22 CNI Depot Activation is to leverage the lessons learned and key characteristics that these partnerships require for mutually successful program. Rockwell Collins has fostered these characteristics and has been recognized by our customer for our skills in managing this complex program. These traits, which have become the cornerstone of subsequent Rockwell Collins Depot Activation activities include: Long-term Relationship and Commitment Shared Partnership Vision and Objectives The Right Metrics and Incentives Early Acquisition Community Involvement Complimentary Skills and Abilities Senior-level Advocacy and Support Sound Business Case Analysis Mutual Trust and Shared Risk Flexibility to Change Partnership Scope Balanced Workload Independent Review and Oversight Enforce Partnership Decisions and requirements Full Coordination with All Stakeholders Clearly Documented Objectives in Partnering Agreement These traits leveraged the established depot partnering best practices and lessons learned that can now be applied to other public/private partnerships involving complex engineering technology and support programs. SUMMARY: The F-22 Raptor's combination of stealth, integrated avionics, superior maneuverability and supercruise capability gives the F-22 "first-look, first-shot, first-kill" capability against any potential enemy aircraft and anti-access surface-to-air threats. Raptors are currently assigned to five U.S. bases. There is an overarching need to provide for long-term sustainment of the F-22 Raptor stealth fighter aircraft and continuously improve aircraft operational readiness & mission availability. The F-22 CNI Depot Activation and maintenance partnership initiative enhances depot support to the warfighter by enabling and empowering the DoD organic depots to develop appropriate partnerships with the commercial sector, while recognizing the legitimate national security need for DoD to retain depot maintenance capability. The Rockwell Collins, Lockheed Martin Aerospace Company, the USAF SSO (Systems Sustainment Office), and USAF Warner Robins Air Logistics Center (WR/ALC) depot partnering for the F-22 Communications, Navigation and Identification (CNI) Depot Activation Program is considered a bench-mark in successful Public-Private Partnerships. Throughout the program there have been numerous technical and management challenges, both anticipated and unanticipated. These program challenges were largely addressed through the early and continued consistent use of program planning and management tools and a strong program partnership built on shared risk and team trust AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6