Name of Program: The Boeing Company / F-15 AESA Radar APG-63 CLS Program Aviation Week Program Excellence Award: Sub System Sustainment Category

Transcription

1 Name of Program: The Boeing Company / F-15 AESA Radar APG-63 CLS Program Aviation Week Program Excellence Award: Sub System Sustainment Category Name of Program Leader: Michael G. Seck Phone Number: (314) michael.g.seck@boeing.com Postage Address: The Boeing Company P.O. Box 516 St. Louis, MO Name of Customer Representative: Colonel David S. Nahom, Commander, 18 Operations Group Phone Number: David.nahom@kadena.af.mil Bio for program leader: Program Manager - F-15 Active Electronically Scanned Array Radar APG-63 Contractor Logistics Support Program Biography Michael Seck is the sustainment program manager of the F-15 Active Electronically Scanned Array Radar (AESA) APG-63 Contractor Logistics Support (CLS) Program for the Boeing Company. The CLS program is considered a full service Performance Based Logistics (PBL) program that provides total radar field maintenance, repair, and logistic support. His current responsibilities also include management of the APG-63(v) 1 and APG-63(v) 3 PBL programs, and is the senior manager within Special Programs for Logistics Support. He currently reports to the Director of Special Programs. Prior to his current assignment, Mr. Seck worked as a manager for various proprietary programs which included aircraft modification programs, field service support, and integrated logistics support (ILS) functions. His responsibilities within the proprietary programs continue to expand. Mr. Seck joined the McDonnell Aircraft Company in 1978 as a technical publication writer. He has experience in technical publication, logistics support and management positions with domestic and international customers throughout his career. These assignments have provided the experience necessary to effectively lead multiple PBL programs and Logistical Support functions. Mr. Seck holds a Bachelor of Science degree in business AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

2 Phase I Program Narrative - 1 Program Overview The F-15 Active Electronically Scanned Array (AESA) Contractor Logistics Support (CLS) program provides a Performance Based Logistics (PBL) concept of the AN/APG-63(v) 2 radar weapon system. The (v2) system was the first F-15 operationally fielded AESA radar with initial fielding of the in March 2000 at Elmendorf Air Force Base Alaska. In July 2007 the F-15 (v) 2 configured aircraft transitioned to Kadena Air Base, Japan. Since its inception, the (v) 2 radar systems has flown over 30,000 sorties totaling over 50,000 flight hours and continues to achieve a radar availability rate of over 98%. Overall performance of the (v) 2 has exceeded the war fighter s expectations. The program has received numerous accolades over the years about the radar performance and the team that maintains it. The PBL concept provides the customer total system support. This allows Boeing to optimize radar system availability, and performance, at a reduced total cost of ownership. This concept provides the following support elements: Program Management In Field Technical Experts Real-Time Dedicated Network Streamlined Supply Chain Management Rapid Logistics Support Configuration Management Control Rapid Response by the Boeing / Supplier Team Software and Hardware Engineering Support Value Chain Optimization Since fielding in March 2000 the (v) 2 radar system has provided the war fighter with an apparent seamless weapon system. However, in the background many issues have risen which require continued oversight. The ever decreasing defense dollars have put a strain on funding for the CLS effort while at the same time operational requirements have grown thus stressing the PBL concept and its associated personnel. In addition to the (v) 2 radar system the field CLS team assists with the maintenance of the Enhanced Environmental Control System (EECS), and the Advanced Identification Friend or Foe (AIFF) system, not included in the PBL agreement. All fielded CLS personnel are deployable world-wide filling 18 th Wing Unit Type Code and Unit Line Number positions. They are considered active duty civilians and travel with their assigned Fighter Squadrons to support the (v) 2 aircraft. To ensure the USAF continues to have a highly reliable system that is operationally ready, the program revised several processes and procedures. They are: Cross Training The CLS Field team is a very diverse group and each brings their strengths & weaknesses. The program chose to cross train the team not only for front lines but also at the program office. This provides a wide range of ideas, reduces turnaround time, increases motivation, and allows each team member to feel they have a 2012 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

3 Phase I Program Narrative - 2 vested interest in the overall success of the CLS program. Supplier Engagement The program has implemented Long Term Agreements (LTA) with various Suppliers within the Supply Chain. This has helped reduce repair cycle times and has increased system availability via procurement of essential long-lead parts. To ensure a dedicated trained workforce, the processes in place ensure we minimize the number and duration of off-site deployments an individual may endure. In cooperation with the customer, Boeing has reviewed options on how to provide support to meet additional operational commitments while maintaining the same level of field support personnel. This was accomplished by an extensive review of past performance variables and a change in mindset. With the expansion of the role of each member of the CLS team, the continued superb performance of the radar system, and lessons learned implementation, Boeing has successfully supported numerous concurrent operational deployments with over a 98% operational availability rate of the (v2), exceeding the War Fighter s requirements. Even with implementing lessons learned and using Lean principles there were challenges due to the number of available CLS personnel. At the Kadena location for instance, there were additional personnel in support of other Radar systems all under different Boeing prime contracts. Using the one- Boeing solution, program management collaborated with the USAF to have a single Boeing entity at Kadena Air Base, pooling all Boeing radar system support resources. This tactic has afforded one additional deployable support person, allowing spreading vital resources across the entire enterprise to support all radar systems and deployment locations at no increase in personnel. Another key concept was to cross train all CLS support personnel, other contract radar personnel, and key home office personnel in the (v) 2 radar system. This concept allows for situations when multiple deployed locations are being sustained, and resources in one particular skill are stretched thin, other skilled CLS personnel can step in to ensure the Weapon System can be maintained. And, on occasions, when the (v) 2 aircraft are deployed stateside there are trained personnel at several sites that are trained to maintain and service the system without deploying multiple individuals. If there are no trained personnel at the stateside deployed location, key program office personnel who are trained will travel to the location and step in and maintain the system. Since there are multiple locations that need to be supported a strain has been put on the limited spares pool, repair cycle times, and spares availability. To reduce cycle time Boeing conferred with their suppliers to review their repair processes and parts obsolescence issues. Although a database is maintained identifying high priority items, a single list was developed and assembled in priority order to identify those high priority procurable items. This list was recently presented to the USAF and funding was secured to bridge this gap. With the addition on these much needed parts Boeing is working closely with their suppliers to reduce repair time intervals and cycle time AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

4 Phase I Program Narrative - 3 Other actions taken to alleviate repair cycle time were to adopt the field repair of various components that were previously shipped back stateside and introduced into the repair cycle. With cooperation from the operating maintenance units, repairs are being made at the site further reducing down time and reducing repair costs. Program Transition - As the (v) 2 CLS program has transitioned from a startup PBL program to a long term sustainment program, issues continue to develop. To address these issues, Boeing sponsors a weekly call between the Boeing Management Team, the Kadena Field Team, and Raytheon, our major supplier. Issues are addressed, field reports are reviewed, and supplier repair statuses are reviewed. By establishing an open and honest environment for communications, the tough questions are asked and problem resolutions are performed real time. In cases where an answer may not be readily available, a reasonable time limit is given to answer the question(s). All field questions require an answer from the Boeing management team within 24 hours. To ensure answers are communicated in a timely manner, every team member responsible for ensuring the 24hr period is met must have a Business Goal & Objective documented in the yearly Performance Management system. The documentation of this goal ensures adherence and provides management with a tool to ensure the emphasis is not lost. Even though the (v) 2 CLS program is in its twelfth year, a periodic review is held to ensure the program adheres to the Boeing Program Management Best Practices (PMBP). These practices provide program management with guidelines and tools necessary to maintain the program through the use of its tools, processes, and procedures. These guidelines and tools provide a fresh look and additional perspective in running and managing the program and provide the necessary tools for a program tune-up and addresses areas of weakness. To ensure the program stays on track, the use of financial and performance metrics are maintained to ensure the program stays on course and any issues can be addressed at the onset of a deviation. Lessons Learned - There have been numerous lessons learned in the execution of this program. The following key contributors follow: Leadership The Boeing team has always had an excellent partnership and support USAF program managers, the USAF Wing and squadron leadership. This partnership has established a strong team that continues to focus on the war fighter, always number one and the reason we are here. Trust The USAF program management team, the Boeing team and our team of Suppliers have built a very high level of trust which enables our open and honest dialogue. This attribute is essential to maintaining the war fighter s number one goal, mission readiness. Communication Establishing an environment for Open and Honest communication is essential within the team and is encouraged especially when new personnel come aboard. This element alone solves many issues AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

5 The key to success of the program has been trust which this program has strived to obtain and maintain. All entities continue to be open and honest which builds trust and an excellent work environment. To obtain this level of trust, the communication boundaries must be opened and established. Lessons learned in this area include differences in personnel, cultural differences, and the environment in which the personnel live. To close these potential gaps in the communication area you must first listen and then ask questions to clarify. Without these key elements it is just people talking with no understanding or path forward. At the base of all these lessons learned is solid leadership. Without a focused leadership team representing all organizations, you will not open the communication channels. Once the communication channel is opened you will begin to establish trust. Attention to this area is essential in maintaining a successful program, particularly one that has lasted this length of time. Also, the team must be open and adaptable to an ever changing environment. Affordability - To maintain affordability, management continues to explore ways to add value for the customer while maintaining a high quality product for the war fighter. With the recent consolidation of the AN/APG-63 (v1),(v2)& (v3) F-15 radar sustainment contracts it was noticed that on the (v1) radar program Raytheon obtained and maintained the import and export licenses for all radar components shipped overseas that are returned for repair. On the (v) 2 CLS program Boeing maintained these licenses, which required all radar components once repaired to be shipped through St. Louis to clear import and export by regulation. The (v) 2 process not only added cycle time to the repair but also additional shipping and tracking cost. In the upcoming contract this process will be changed, with Raytheon maintaining all licenses for export and import control. Numerous personnel issues have been addressed to maintain an affordable PBL program. As previously documented, without these innovative concepts, the only way to support the multitude of the deployments being experienced would be to increase personnel, which, the program has been successful in avoiding. Also addressed were the parts obsolescence and repair cycle time. Numerous measures have been taken to attempt to alleviate the strain on the spares inventory and ensure there are parts available when deployed. This is evident as the radar system maintains an availability rate of 98% or better. Finally with an integrated co-located industry team any logistic or engineering issue that arises is quickly addressed and solutions identified and implemented in a streamlined manner. Summary - The F-15 AESA (v) 2 CLS program is an example of an aircraft sub-system that continues to perform at an industry standard high level. This radar provides the war fighter with a system that is extremely capable and highly reliable. The war fighter relies heavily upon this radar system to keep them safe while defending their airspace. With the dedication and hard work of the USAF, Boeing, and supplier teams this radar system continues to achieve this goal and continues to perform extremely well. Phase I Program Narrative AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7