Phase I Submission Name of Program: KC-390 Avionics

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1 Phase I Submission Name of Program: KC-390 Avionics Name of Program Leader: Steve Keane Phone Number: stkeane@rockwellcollins.com Postage Address: 400 Collins Road, NE, M.S Bio for program leader: Steve Keane is Director of Rockwell Collins Government Systems in Brazil, where he is responsible for developing and executing Defense and Security businesses in Brazil. Steve brings over 28 years of Engineering and Program Management experience to this role, most recently as Programs Manager of Next Generation Platforms and Advanced Program Development. Steve joined Rockwell Collins in 1987, where he spent 15 years in engineering, working on a variety of military programs. In 2002, Keane transitioned to the Commercial systems as Program Manager for the Boeing 787 Dreamliner program. In 2004, Steve returned to Government Systems Program Management. He was appointed to his current position in Keane earned his bachelor s degree in engineering from the University of Arizona, a master s degree in engineering from West Coast University, and a Master of Business Administration from the University of Iowa. He is a member of the Aerial Refueling Systems Advisory Group, Airlift/Tanker Association and Brazil - U.S Business Council AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 Phase I Program Narrative - 1 Overview Rockwell Collins win of the avionics position for the Embraer KC-390 started with a single inquiry from the Director of Rockwell Collins dobrasil, the company s in-country presence which had up to this point focused primarily on commercial service and support. The pursuit team for this program started from scratch by : standing up the required resources, energizing a core capture team, and developing in-country partnerships for Offset. Over a three-year pursuit period, we built a trusted partnership across a broad front; introducing Embraer s engineering staff, operators, procurement and government relations teams to Rockwell Collins and the benefits of the proposed solution. The team pushed frontiers via development of 1) a solution for a Military Tanker/Transport, based upon a low-risk commercially certified baseline, 2) aggressive and well-received Offset Plan and 3) the effective utilization of USG channels including United States Department of Commerce Advocacy. KC-390 is an example of Cross-Business Unit collaboration as the KC-390 Team was able to use experiences, and resources from the team working Commercial Embraer Legacy 500 Avionics solution. Strategic The pursuit team had to determine the Brazilian acquisition process, create a pursuit strategy, engage with key decision makers, and develop win strategies and themes, price to win, conduct contract negotiations, and create an offset plan. We realized early on that we needed to introduce the Brazilian Ministry of Defense to Rockwell Collins capabilities and our commitment to long-term partnerships in Brazil. We engaged the customer through verbal discussions, technical Industry Days, RFI/RFP responses, and several white papers to help the customer truly understand what would make their avionics state of the art and allow it to be a true differentiator in the market place. With the decision to use Pro Line Fusion, the team demonstrated the company s ability to leverage the investments Rockwell Collins had made in this market leading system. Within Rockwell Collins, transitioning Pro Line Fusion from commercial to military required strong communication channels between the two business the company s Commercial and Government business units. Successful execution of KC-390 Avionics Program allows Rockwell Collins to establish a long term relationship with Embraer, their customer and partner companies for years to come. For the user it provides an advanced Commercial flight deck, with the flexibility for military missionization, and for the country of Brazil, a broad set of Offsets that benefit Brazilian Industry today and enable indigenous and sustained support for the future. We have now developed and will sustain an engineering capability in Rockwell Collins do Brazil, secured key in-country partnerships for long term benefit and importantly, and have established a presence for knowledge of, and direction for, Bi-Lateral Trade Policy that we hope will provide benefit the larger Defense and Aerospace market. This new organization is poised to capitalize on the relationships born from KC-390. Operational Program Planning started pre award and ensured that proposal and negotiations were aligned and executable. Early engagement with the customer ensured the technical solution and high level schedule. Immediately after award the team finalized the program plans and baseline the program requirements and program deliverables are aligned with over all customer expectations and program 2013 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 Phase I Program Narrative - 2 within the program objectives and goes through the approval process to launch against the baseline. The program is monitored and tracked with standard company metrics to provide a sense of predictability on expectations and facilitates a common language allowing for easier on boarding of new team members. In addition, customer requested metrics are added and harmonized with company metrics to avoid duplication of metric reporting. Early on in the pre-award phase, the customer metrics expectations are agreed to and harmonized with company metrics to eliminate duplication and ensure customer buy in on the metric and expectations. The program planning phases developed a subcontract/supplier management plan in the early pursuit phase and created a baseline at program launch. The supplier management plan was used through out the program to ensure supplier selection remain aligned with program objectives and customers evolving needs. Each supplier was evaluated using Supplier Capability Assessments to ensure compliance to program technical, quality, risk, process health/maturity, change management, financial health, staffing and skill mix, technology shelf, commercial terms and conditions alignment. Suppliers are managed for performance based upon on-time delivery, quality metrics, repair turn around earned value management, schedule health metrics and technical performance measure. Typically the military tanker transport community either tries to partially certify their aircraft for civil airspace or perform self-certification without leveraging the civil certification process. These results in a sub-optimized systems solution that translates to higher life cycle sustain costs. Embraer and Rockwell Collins technical team segregated the system architecture into low change required for civil airspace and high change, required for military operations. This allowed us to segregate and create a civil-certifiable core system that we could take from the business and regional jet community to tanker transport community and add a mission systems interfaces. Clearly this allow the customer to leverage a commercial solution with civil certification pedigree compliant with latest CNS/ATM regulations such as RNP, WAAS LPV, ADS-B, etc. without compromising the mission systems and interfaces to meet the operational needs of the tanker transport community. The program Supply Chain is aligned with the country strategy of using Brazil based suppliers and contributing to the aerospace and defense sector of Brazil. Suppliers are selected based on competitive procurement criteria. Supply chain focus was not only for what is best for Rockwell Collins but what provides value to our Customer Embraer and the Country of Brazil s National Strategy of Defense. Each supplier evaluated using Supplier Capability Assessments, compliance to program technical, commercial and schedule alignment. Suppliers are managed for performance based on on-time delivery, quality metrics, repair turn around earned value management, schedule health metrics, and technical performance measure AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 The program developed a subcontract/supplier management plan in the early pursuit phase and base-lined at program launch. The supplier management plan was used through out the program to ensure supplier selection remain aligned with program objectives and customers evolving needs. The Supplier management plan was crucial in capturing the needs of the program and assessing the capabilities of the Brazilian aerospace industry suppliers needs for the program. The Pre award phase supplier management plan was align with Rockwell Collins source selection policies which include decision gates, make buy analysis, supplier assessments, alignment to customer requirements, request for proposal, pre negotiation due diligence on capability, risk, and past-performance. System design and technical reviews were conducted jointly. All requirement and concept formulation was done jointly with customers and thorough trades studies and white papers to gain early assessment. Requirements formulation was done with joint integrated product teams supporting communication with Embraer and formulating subs systems design requirements. These requirements were reviewed by peers prior and then flowed down to sub systems. In addition to major design dates such as SRR, PDR and CDR, interim checkpoints provided status of the requirement capture metrics to avoid last minute rushes and inducing design escapes. Rockwell Collins achieved its most significant milestone yet for the KC-390 program with the completion in February 2012 of a successful CDR at the Embraer facility in Sao Jose dos Campos, Brazil. On the testing side, developing a functionality deployment for the various developmental builds and communicating the plan and ensuring requirement capture effort is aligned with the roll out strategy. The Program Risk Management Plan defined the effort to identify and manage risks that may impact the technical, cost, or schedule execution of the program. This plan description identifies the approach and means to accomplish the critical role the plan plays in successful program execution. It also describes the activities associated with the risk management process, assigns specific responsibilities for the management of risk, and prescribes the documenting, monitoring and reporting processes to be followed. Updates of the Risk Management Plan will be made periodically, as directed by the Risk Management Board (RMB). Risk management is an integral part of the KC-390 program management approach, and involves key strategies of team involvement, early and active identification of risks, and use of a proven risk management process with common tools and reports. Successful risk management engages the entire program team across all disciplines including program management, engineering, quality, safety, manufacturing, procurement, and logistic AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Phase I Program Narrative - 3 Team Leadership When we started with a team composed entirely of people in Cedar Rapids, Iowa, we quickly learned that we needed to expand out team outside of the country and company. We had to leverage new resources in Brazil, both internal and external to the company. Once we added team members, we ensured that clear lines of communication were always open. The core team was always intact and never left to work on other projects. We had an internal and external contact plan in place that was cadenced twice per week to ensure all parties were included and all assumptions were constantly validated. Although there was several times that team leadership attempted to motivate the entire team together, they also understood that each team member was motivated differently and once those motivations were reorganized, the employees were more efficiently motivated. Understanding the Brazil culture and the differences between USA and Brazil was paramount. Our team had to be agile and adaptable to the diverse set of norms exhibited by either culture. Foremost was a willingness by senior management at Rockwell Collins to make the necessary investments required to first establish and maintain customer relationships, and flexible for often unique program conditions that are required for international contracts. Because relationships are so important in Brazil, and the program change is constant, it is vital that the same team is used through out the pursuit and capture. Team members began building consensus early and often with key influencers in order to understand naysayers and gain advice on new strategies. The core team was then empowered to adjust strategies and modify tactics as required. Many best and next practices were captured throughout the pursuit. Cultural training for the Core team of any international pursuit is of vital importance. It is very easy for a pursuit team compromised primarily of one nationality to miss vital details when creating and conducting a pursuit strategy. Understanding cultural differences early on will help strengthen the proposal strategy early. The next lesson learned is to maximize the use of commercial products and industry standards to facilitate design tailoring by the customer or 3 rd party. For example, AFDX (ARINC 664 Part 7) Networks, for high bandwidth, deterministic Avionics network bussing. An export management plan needs to be established early to ensure the proposal strategy does not get delayed to export control restrictions. We consulted our export team after our first gated review almost three years before contract award. This allowed us to understand where we would have to adapt our plan based upon ever changing export restrictions. The key to our offset plan was to keep pushing for more then obligated, and not accepting current practices as the best. We began work with in-country partners who would end up bringing value to not only the KC-390 pursuit, but also bring value to our commercial systems customers as well by finding better sources for production. Rockwell Collins has also increased its employment by 35 percent in Brazil, since contract award, to bring in-country program management, business development, system engineering and service resources to help support 2013 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 the KC-390 program. Part of this growth is being driven by plans to produce the state-of-the-art Pro Line Fusion displays and control panels as well as assembling, testing and repairing High Frequency (HF) radios in Brazil. The lesson was, 100% is never enough. Always strive for as much as possible. You can always bank the excess credit. Adapting to Complexity Pro Line Fusion for the KC-390 is a collection of subsystems performing multiple functions. Those sub-systems include communication and navigation radios, displays, and aircraft Ethernet backbone. By adapting Pro Line Fusion from the commercial division and reapplying it to the defense market, Rockwell Collins was able to offer a system and a set of capabilities that was New to the Market. By leveraging the investment previously made, we were able to save Rockwell Collins and Embraer significant additional investment and bring a new product with capabilities not seen before to the industry. By choosing to leverage the commercial development and maintaining the civil pedigree, also allowed Rockwell Collins to create a differentiator in being classified ITAR restriction free. As part of our offset plan, we were able to go beyond the KC-390 program and use our commercial positions to bolster our investments in 3 rd parties to not only better our offset offering, but also increase efficiencies on our other Pro Line Fusion positions. Out technological uncertainty would be classified as High Technology due to Pro Line Fusion having not been certified on any platforms prior to program award. Although in development, time to market was critical. Pro Line Fusion was in development on other platforms and due to be certified within one year after KC-390 program award. With that said, there was still considerable risk on the program if the first certifications were delayed. The customer was counting on this low-risk approach. Metrics Rockwell Collins adheres to rigorous management and control mechanics during the program pursuit and execution. Since program award in April, 2011, the program has been running with cumulative SPI and CPI, above 100%. On Cost and On Schedule. A tool for on-going management of the program identifies trends for over a dozen critical measurements, covering a broad range of subjects from Human Resources to Manufacturing Maturity, standard technical items such as Weight and Power Consumption, but also particular metrics attuned to the sophistication of the solution set, and requirements for offset. The data from this tool is reviewed at least monthly and currently identifies operations well within margin AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 Phase I Program Narrative - 4 Value Creation The KC-390 Avionics program created value for Rockwell Collins, the OEMs, and our customers. This three-year, high-risk program pursuit achieved a key strategic win, leveraging the Pro Line Fusion product line to Rockwell Collins. It laid the foundation for creation of a new organization tied to capturing a growing market. We developed important, long-lasting relationships with foreign companies to support the Offset Plan and form the basis for future business in Brazil AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7