Rockwell Collins/F-22 CNI Depot Partnering Activation

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1 I. Program Overview Organization Name: Program Name: Program Leader Name: Position/Contact information: , Phone Customer: Organization/Name/Position/ Contact information , Phone Program Category 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 Rockwell Collins Inc. F-22 Communications/Navigation/Identification (CNI) Depot Partnering Activation Program Russell Wagner, Principal Program Manager 400 Collins Rd, NE, Cedar Rapids, IA Telephone: Customer: Lockheed Martin Aeronautics Company Anthony (Todd) Conrad, Depot Activation Program Lead Telephone: (Choose One) o Sub-System R&D/SDD program or project o Sub-System Production/Sustainment program or project o System level R&D/SDD program or project o System level Production/Sustainment program or project Purpose of Program: Establish a Depot Partnering repair capability with Lockheed Martin and Warner Robins Air Logistics Center for the F-22 Communications, Navigation, Identification (CNI) equipment. Overarching Need: Enhancing depot support to the warfighter by enabling and empowering the development of successful public/private partnerships. Long term sustainment of USAF stealth fighter aircraft. Improving aircraft operational readiness & mission availability. Period of Performance: Dec 2008 Aug 2011 Type of Contract: Firm Fixed Price Program Scope: Establish Warner Robins Air Logistics Center (WR-ALC) as a source of repair for a complex F- 22 RF communication/navigation avionics subsystem, comprised of six line replaceable units. Upon completion of program activities, WR-ALC Depot will be able to perform Line Replaceable Unit (LRU) testing and repairs, including the ability to remove and replace faulty modules. Rockwell Collins will develop 30 Test Program Sets for use by WR-ALC, provide Training, Technical documentation, on-site support, and maintain capability 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 for LRU and module repairs. Lockheed Martin provides the overall direction and coordination of the depot partnering activation, supplies and maintains the automated test equipment, and oversees long term sustainment. Deliverables: Thirty (30) complex RF Communications /Navigation/Identification (CNI) Test Program Sets (TPS) to include Test Software Diagnostic Programs, Test Hardware Fixtures, Special Tooling, Training, Technical Documentation and Field Service Engineering support, Integrated logistics (ILS) Sparing Analysis, and Material Lay-In/Spares. Current Program Status: On Target (Cost/Schedule) for Completion Aug Delivered first five of six Test Program Sets and successfully repairing F-22 CNI LRUs at WR-ALC. 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) Customer Value: Supports national interests of the vital role of the F-22 aircraft projecting unmatched air superiority. Improves depot support to the warfighter by serving as a model of success for the development of public/private partnerships. Ensures mission availability of secure communication, navigation & identification subsystem units. Improves Turn Around Time for repairs by establishing a partnership with the aircraft manufacturer, air logistics depot and subsystem OEM. Provides best value for long term sustainability. Company Value: The success of this program; Strengthens global service solutions, capability and market offerings. Extends the market value of strategic legacy systems. Expands adjacent market opportunities through strategic partnerships. Program excellence has enabled new depot partnering business expansion to other aircraft platforms and customers. Technical Value: Pioneered and established technical best practices for the test requirements process from requirements capture to verification and validation. The depot partnering engineering team blazed a trail for other teams to follow with other avionics workloads. The technical team successfully engineered a complex 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 development process and schedule for migrating a 90s vintage, manually intensive RF acceptance test and diagnostic troubleshooting process to a new highly automated common test platform. This process serves as a model for the on-going and daunting task of the DoD to migrate the proliferation of aging test platforms to a new set of common test systems Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Uniqueness: This program is a unique public/private partnership establishing depot repair capability for long term sustainment of a complex avionics sub-system workload. It was the first of multiple complex workloads to activate at the depot and therefore had both the pleasure and the pain of being first. This program had its share of unique technical and management challenges. Adherence to schedule, a program level Most Important Requirement (MIR) was severely challenged by a seven month delay in the delivery of the new test equipment platform systems. The partnering team managed the technical and schedule risk by redefining the program technical plan. By staying rigidly flexible (ridged schedule adherence and flexible technical planning) the program maintained overall schedule. The depot partnering team was also undeterred by a unique set of challenges in the form of major weather events at key milestone meetings, including; a record 500 year flood, coldest day on record, and a massive snow storm billed as the worst in decades. Excellence: This program has been cited as a model for depot partnering. The partnering team pioneered and established technical and program processes and best practices that serve as a benchmark for others to follow. The program success as reflected by partnering team: It s never been an I attitude, it s been a team attitude. We get things done. I have the greatest confidence this repair workload will be a model of activation success. This program serves as a model for other depot partnerships planned or in progress. The visibility of the Program Excellence Award offers a unique opportunity to foster program execution excellence with a much wider industry audience by sharing best practices 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 and lessons learned. The success of this program makes a compelling case for empowering the development of successful public/private partnerships. 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. 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 Opportunity Management: 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 management decision point processes. Prior to authorization for program execution a Pre Execution Program Planning (PEPP) process provides a detailed execution plan and further opportunity definition. Throughout the lifecycle opportunities are continuously identified, authorized and managed using a Risk & Opportunity Register tool and Management Authorization Process. The tools and processes are utilized on an established regular review cycle. Supply Chain Management: As a partnering team, regular weekly, bi-weekly and monthly status cadences are established for proactive program planning and execution. This effort includes a focus on material and asset management ensuring on time delivery to the depot. This mitigates the possibility of Mission incapable Aircraft. A Best Practice was established by Performing Lean Events in conjunction with quarterly Program Management Reviews. The Lean Events are focused on repair Turn Around Time, setting the stage for success in migrating from Depot Activation to the follow-on program phase of Depot Sustainment. Cost Effectiveness: This Firm Fixed price contract is managed utilizing established Earned Value process tools for overall cost and schedule performance. The Partnering team s In-Process Reviews (IPRs) and regular cadence meetings provide early customer feedback to ensure the cost effectiveness of deliverables in the end environment. Technical Challenges: Systems design validation & verification for testing the re-hosting and migration of a complex RF avionics subsystem to a newly designed automated test and diagnostics system. The essential features of the CNI architecture include; RF 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 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? 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. receivers and transmitters, high speed digital processing of baseband signals; low latency data transfer and low level sensitive signals. Additionally, a seven month delay in receipt of critical test equipment drove additional technical verification and validation challenges. Systems Engineering Impact: Technical risk and scope were managed by redefining the technical plan. The team actively found ways to say Yes by being rigidly flexible, maintaining the what and when delivered, and applying systems engineering principles to the how. Company: Utilized a tailored list of corporate Project management Metrics that include: an Integrated Master Schedule with weekly inchstone metrics reporting, linked directly to Earned Value Management tools that provide direct visibility to execution performance and staffing. These tools effectively allow us to address a seven month delay in critical equipment availability. Partnering Team: A major emphasis on effective use and regular cadence of a program level IMS and Action Item register and metrics. Operational: Rockwell Collins has fostered these characteristics and has been recognized by our customer for our skills in managing this complex program. These traits include: Long-term Relationship and Commitment, Shared Partnership Vision and Objectives, The Right Metrics and Incentives, Early Acquisition Community Involvement, Complimentary Skills and Abilities, Seniorlevel Advocacy and Support, Sound Business Case Analysis, Mutual Trust and Shared Risk, Flexibility to Change Partnership Scope, Independent Review and Oversight, Enforce Partnership Decisions and requirements, Full Coordination with All Stakeholders and Clearly Documented Objectives in Partnering Agreements Fact Finding / Proposals: The elements of effective communication, a solid basis of estimate and history of execution excellence were instrumental in effectively moving through this often onerous process. When you have a solid execution plan and deliver on it, you develop a strong element of trust. The team set contract proposal expectations and reviewed the process requirements used by both the OEM and proposal review team. These practices helped expedite the fact finding process for the exercise of significant contract options and adjustments AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 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? 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. 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 System Integration, Testing & Reviews: What we did well 1.) We wrote a Technical Plan and included it in the proposal. 2.) Utilized PEPP (Pre Execution Program Planning). 3.) Followed a rigorous TCP (Technical Consistent Process. 4.) Assembled a good team. 5.) Provided training and mentoring across the team. 6.) Pioneered new technical methods and tools for requirements capture, specification, verification and validation. 7.) Established a repository for all documents and work products. 8.) 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 Milestone meetings. The definition and scope of the technical reviews were planned and defined early with the PEPP process. The customer engineer representative was openly welcomed to participate in technical reviews including internal quality reviews. This partnering team environment enabled more rapid response and resolution to technical challenges. Risk Management Process: Utilized proven corporate best practices, tools and processes for Risk & Opportunity Management. Opportunities are first identified early through Pre Execution Program Planning (PEPP), and continuously identified, authorized and managed using a Risk & Opportunity Register tool and Management Authorization Process. The tools and process are utilized on an established regular review cycle. Team Culture: Established early culture of equal partners with a focus on the success of the end user and aircraft maintainer. The Partnering team success is driven by two key factors; effective communication and trust enabling Rigid/Flexibility. Establishing and staffing a Field Service Engineer as an end user advocate at the beginning of the program has been instrumental in successful activation of the depot repair capability. Lessons Learned & Knowledge Management: The entire partnering team established early In-Process Reviews and Lessons Learned briefings that enabled first time success. We established a repository for all documents and work products. We prepared a detailed Program & Design Plan that is continually updated and serves as a pre-requisite on-boarding tool for all new team members. We take 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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 and become industry s Next Practices. detailed meeting minutes and use a rigorous process for Action Item management. These documents serve as a very detailed chronological history of key program actions, decisions and lessons learned. Leadership Development: Attracted and hired good talent people want to be part of a successful program. We established ready backups for all key positions. We provided training and mentoring across the team. We empowered and challenged every team member to fully participate, providing career growth and skills expansion. Best / Next Practices: Among the many Best Practices utilized and established, three key areas serve as a model for success: 1.) PEPP (Pre Execution Program Planning). 2.) Leading Indicator Program Metrics (such as IMS Inch-stones). 3.) Establishing a Partnership culture with a shared focus on the end user and value to the warfighter. IV. ADAPTING TO 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 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: Market Uncertainty: The avionics subsystem hardware is a complex RF vintage 1990s design. Derivative: The program deliverable work product, involves the re-hosting of complex RF test acceptance procedures from a manual test and measurement environment to a new highly automated environment and new test platform. The new automated RF test platform is the first of its kind for the depot partnering team. Addressing this uncertainty began with clearly documented objectives in the partnering agreement. Shared partnership objectives, including the flexibility to change partnership scope allowed the team to continue to move forward on the end objectives despite significant uncertainty with the end test environment. Medium Technology: 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. Equally challenging was the migration of 1990s vintage 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 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 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 Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and how you manual test methods on low level, sensitive signals, to a new highly automated test platform. Additionally, a seven month delay in receipt of a newly designed test equipment platform drove additional technical verification and validation challenges. The partnering team found ways to manage technical risk and scope by redefining the technical plan. Sub-System: Six Line Replaceable Units (LRUs) encompassing complex RF avionics subsystems technology. The partnering team developed a detailed master schedule (during PEPP) that took a stair step approach to technical development. Work packages began with the very easiest of the six LRUs and then migrated to the more difficult ones. This early learning and success built the confidence and skills of the team for addressing the more complex workloads that followed. This approach also allowed flexibility in managing a cross functional, geographically dispersed development team and in balancing the workload. Time Critical: Adherence to overall program schedule and milestone deliverables is a program level Most Important Requirement. Early on in the program we experienced a seven month delay in critical equipment. A stop work was never considered an option. The partnering team found ways to redefine the plan to keep the overall development effort on schedule. In fact, all of the program deliverable milestones during that time were delivered ahead of schedule by 1-5 months. The sense of urgency was instilled at the very first Program Kickoff and Requirements Review Meeting. It was the coldest day on record and we needed to act fast just to stay warm. Other Complexities: The program statement of work was vague in technical detail, being among the first partnerships of this type. The technical team provided a Technical Plan with the proposal that served to define a vision for the concept of operations and objectives, providing needed details for 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 addressed them. defining the execution schedule. By establishing ready backups, the program continued without disruption despite staff turn-over or illness. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS (Note: 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.) 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. Customer Impact/Satisfaction: There is no greater testament to program performance and success than having the customer tell others to follow your example. To start with I dreaded this activation. And now it s turned out to be the best activation we ve ever had. You guys are a benchmark. It s never been an I attitude, it s been a team attitude. I never thought in all my life I would say I m looking forward to going back to Cedar Rapids we get things done. Rockwell Collins has set the bar very high for all depot activation OEMs to aspire to. I have the greatest confidence that this repair workload will be a model of activation success. Program excellence drives customer satisfaction and this has enabled new depot partnering business expansion to other aircraft platforms and customers. Performance - How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? Preparing the Future - How do you measure and assess the long-term Performance: The program utilized both traditional and new non-traditional measures of program performance. These traditional measures are prescribed by well established corporate processes. Specific traditional performance measures include: Earned Value metrics (CV, SV, CPI, SPI, TCPI, EAC & VAC) are tracked and reviewed weekly and plotted on a monthly basis. Master Schedule reporting of milestone completions versus the baseline plan, a Risk/Opportunity Profile with bottom-line financial impact, Staffing forecast, and a partnering program level Action Item Register, and corporate financial reporting review for gross margin and profitability are all program management metrics that are established and cadenced on a prescribed weekly or monthly schedule. Preparing for the Future: Assessing the long-term contribution of the program can be measured in two key ways: 1.) Generation and expansion of new business. 2.) Consistent 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 contribution of your program to the corporation/organization? 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. and continued program excellence for new programs. Put simply, you must achieve program execution excellence not just once, but on every program. The best practices and lessons learned are shared and continually improved as we develop new programs, partnering teams and leaders. Team Measures of Success: Measures of success in team development and employee satisfaction include: 1.) No turnover in key partnering team positions ( Depot Partnering Lead, Program Manager, Technical Program Manager, Contracts Manager) and low staff turn-over (< 10%) in the entire extended partnering team. 2.) Attracting new talent - Employees specifically seeking out and joining the team based on its success and ability to grow new skills. 3.) The career growth, expansion of skills, and growth in roles and responsibilities of the team members. People want to be part of a team with a can do spirit, that is held as a model for success. Unique Metrics: Most traditional program metrics are lagging indicators of historical program performance. Past history is no guarantee of future success. Rockwell Collins has developed leading indicator processes and tools that provide early measures of future performance. For example, a tailored set of program metrics includes an Integrated Master Schedule with weekly Inchstone metrics reporting. These Inchstones measure program task completions. Early, ontime, and late IMS task completions are plotted and graphed against the IMS baseline. Weekly cadence reviews with the program execution team reveal early forecast of task completions that correlate to future Earned Value Performance. Other early indicators include program Risk and Opportunity Register reporting. Program risks and opportunities are identified and flowed from the execution team to the program leadership team. The detailed risk register is summarized in an isorisk and trend chart showing the overall financial impact to the program. A leading indicator of program execution is also identified through tracking of action item closure dates against planned completions. Identifying the What, Who and When of the action item and establishing a rigorous regular (bi-weekly) cadence with the partnering team maintains the sense of urgency. The Action Item metrics are plotted on monthly basis and serve to identify significant trends AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10