2013AVIATIONWEEKPROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved. 1 I. Program Overview
Organization Name/Program Name:
The Boeing Company /
F-15 Radar Contractor Logistics Support (CLS) Program
Program Leader Name/ Position/Contact information – E-mail, Phone
Kevin Pennington/ F-15 Radar Contractor Logistics Support (CLS) Program Manager
Phone Number: 314-956-7109
Email: [email protected]
Program Category Sub-System Sustainment 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
Overarching Need: Field and sustain the U.S. Air Force F-15 AN/APG-63(v)2 Active Electronically Scanned Array (AESA) radar weapon system through the implementation of CLS Performance Based Logistics (PBL) concept.
History: The (v)2 system, originating from a war fighter need to detect, track, and destroy cruise missiles, was the first F-15 operationally fielded AESA radar in March 2000 at Elmendorf Air Force Base Alaska. Only 18 were
produced. In July 2007, the F-15 (v)2 configured aircraft transitioned to Kadena Air Base, Japan.
Product: The AESA system gives the war fighter the capability to simultaneously detect, track, and engage mul-tiple targets. This gives the pilot greater situational aware-ness and decreased workload with increased survivability.
Work Scope: The PBL concept provides the customer total system support while allowing Boeing the ability to
optimize radar system availability and performance, at a reduced total ownership cost. It 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 and software and hardware engineering support.
Deliverables:, The CLS team fills USAF manning
positions providing around the clock coverage supporting flight operations and aircraft maintenance both at Kadena AB and deployed locations.
Current Status:
Since inception, the (v)2 radar system has flown over 35,000 sorties totaling over 57,000 flight hours and achieved a radar operational availability (Ao) rate of 98.9%, vs. contractual requirement of 95%. Overall performance of the (v)2 has exceeded the war fighter’s expectations. The program has received numerous
accolades over the years for the radar performance and the team that maintains it.
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
2 I. 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) Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award?
Customer Value: This PBL concept has guaranteed a fully mission capable radar exceeding the required 95% operational availability rate. The war fighter has
confidence that system will be available when it is needed. Colonel Brian Beers, Commander, 18th Maintenance Group, commented “The V2 CLS leadership team provides over and above support to ensure mission success: Combat Ready Aircraft and Combat Ready Airmen.” The CLS team supported all USAF operational taskings and 100+ deployments. The support provided by the CLS team resulted in the (v)2 fleet missing less than 1% of all scheduled and unscheduled missions. The care and pride the team puts into supporting the (v)2 aircraft, pilots, and maintainers directly impacts the results the USAF requires in defending the USA and its allies.
Company Value: This PBL contract, and replicated follow-on efforts, have provided Boeing with sustained revenue and increased market share. The exceptional execution on this contract adds to Boeing’s reputation for successful PBL contracts. In addition, lessons learned allow the company to offer solid affordable, solutions for future customer needs.
Scientific/Technical Value: . Improvements have been made in follow-on efforts to the first generation AESA program, including weight reductions, improved radar detection performance, and increased reliability. The excellence and uniqueness of the (v)2 CLS program is exemplified in our tenure, our ability to rapidly adapt to on-going real world situations, and ability to support our F-15 war fighters with a highly lethal and capable radar system that can attack and destroy modern day threats anytime, anywhere.
Excellence and Uniqueness: The CLS team, considered deployable active duty civilians, is integrated into the 18th Wing. The Wing trusts the Boeing CLS team to execute the (v)2 program, allowing them to operate on a non-interference basis within the Wing and minimizing the need to expend resources to run these programs. Supporting the (v)2 aircraft is a 24/7 requirement: All team members are knowledgeable of all aspects of aircraft operations and maintenance, freeing up USAF resources to work the other aircraft assigned to the 18th Wing.
F-15 with (v)2 Radar deployed
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
3 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.
The key opportunity for the program is to enhance affordability and maintain a high quality product for the war fighter, so we must find ways to do more for less. A prime example of this is the consolidation of three
individual F-15 radar sustainment programs, AN/APG 63 (v)1, (v)2, and (v)3 into the Radar Enterprise contract. This allows the program to leverage assets and processes across all radar platforms and to choose the best each has to offer. This also allows all the radar programs to flourish and remain a cost-effective solution to the customer, all while continuing to provide a superior service to the war fighter.
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.
This PBL is all about Supply Chain Management. All spares, ground support equipment, and materials that support the (v)2 CLS Program are Boeing managed, requiring fewer spare parts and aircraft components than traditionally needed to maintain a radar system.
All opportunities are used to decrease the number of spares needed. One example is the utilization of aircraft Programmed Depot Maintenance (PDM) to support flying aircraft. In a typical aircraft PDM cycle, an aircraft is down for a three month period. A ballast system was developed and is installed in each aircraft before it goes to PDM. This simple action frees up all of an aircraft’s radar components which are then used to support flying
operations. When a (v)2 unique component does fail, Boeing, as the prime contractor, is responsible for the shipment and repair of the failed item. Three sub-contractors (Raytheon, Honeywell, and BAE Systems) support repairs for the (v)2. Boeing is the current holder of the Import/Export license and controls all shipments. Strict guidelines are followed to ensure adherence to company and government processes.
Strategic:
Operational Integration and Systems Engineering – Describe the challenges faced by your program in terms of integrating the system into its operational environment and its impact on systems engineering planning and management.
During initial development of the (v)2 AESA Radar System, numerous issues were encountered: Providing the power required to operate the system; cooling the system; and integrating the system. Additionally, the system had to operate seamlessly in an Air Force squadron with other non-AESA F-15s with little to no impact on the pilot or maintainer. To accomplish all of these objectives, an Integrated Product Team (IPT) was formed which allowed all disciplines to be comingled, enabling all ideas to be heard, evaluated, and acted upon. By utilizing Systems Engineering concepts, the system was designed,
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
4
integrated, and fielded with only minor issues and continues to be a successful program.
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? How have you worked with your customer to assure Quality and communication without creating non-value reviews and audits that do not “fit” your program effort?
Internal periodic reviews of the program are held to ensure the program adheres to the Boeing Program Management Best Practices (PMBP). Tailoring these practices provides the Program Manager with a right-sized set of tools, processes, procedures, and guidelines necessary to maintain the program. Resources are driven by the operations tempo, so effective cross-talk is
essential to ensure the health of the program. Despite the 14-hour time difference between the program office in St. Louis, Mo. and the on-station CLS team at Kadena Air Base, Japan, there is regular communication. This is performed via Video Teleconference (VTC), a dedicated real- time computer network, or over conventional phone service. The dedicated real-time computer network allows engagement of all Boeing and Raytheon engineering and logistical disciplines for immediate feedback.. CLS technicians at field sites are integrated into their respective fighter squadrons. These individuals attend scheduling and maintenance meetings, operations/flying schedule meetings, as well as maintenance and operations stand-up meetings with senior wing leaders, This allows the team to concentrate on customer priorities by
allocating resources to meet operational needs without focusing on non-value added or incorrectly perceived priorities. These communications and processes keep all customer and program personnel apprised of the
program’s status and of any potential issues.
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.
The (v)2 CLS program is in its 12th year. This team deploys with the customer, and is therefore considered part of the USAF team, creating an environment of enduring trust over the years. Everyone on the program is aware of the criticality of this unique weapon system and of getting repairs turned as quickly as possible. Daily depot status calls are conducted with the applicable suppliers to ensure up-to-date status on all repairs. Regular calls between the Boeing PM and the Raytheon Sustainment Manager allow open communication flow, bouncing ideas that provide unique perspectives and present broader options to resolve issues. A Boeing Procurement Agent (PA) and a Supplier Program Manager (SPM) are assigned to the program to work directly with each of the suppliers. These experienced agents fully understand the issues and unique aspects of the program. The PA requests, receives, and evaluates all
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
5
supplier proposals, and eventually negotiates and awards supplier subcontracts. The SPM is the technical interface with the suppliers and is familiar with supplier operations. The program maintains a historical record of every repair, associated failure, and cost to fix the unit for trend
analysis, lifetime buy determinations, and avoiding “Can Not Duplicate” conditions.
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? What innovations in processes or tools were used to further evolve this
capability?
During each Operational Flight Program (OFP) update, a (v)2 aircraft is designated as a test aircraft to verify the OFP Suite. With the limited number of (v)2 aircraft, spare parts, and personnel, measures had to be taken to ensure successful test events with minimal impact to the Air Force test unit. The (v)2 PM made the decision to take two existing (v)2 CLS trained personnel and transition them to the F-15 test organization. This allowed the (v)2 aircraft to be fully maintained in the test environment. Test missions are preserved and the remaining aircraft at home station can be maintained at their expected level. By integrating the (v)2 aircraft into the test fleet at the
appropriate time, all testing and goals can be
accomplished within the confines of the existing test organization with little disruption.
Continuous improvement has been a theme for the CLS program. The team identified system reliability
improvements which were incorporated into the (v)2 aircraft and used on follow-on radar efforts, by reducing maintenance actions and overall system cost, increasing system reliability, aiding the pilot, enhancing maintenance crew turnaround time, and reducing the overall
deployment footprint of the system. Examples include: 1) Replacing failing solid elbow connectors with a more robust flexible line; 2) Adding a variable resistor to the system to remove the potential of system icing; 3) Adding a sight glass to a door to allow quick confirmation of the servicing fluid levels.
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.
Risks, Issues, and Opportunities (RIO) can be identified by any team member. Most RIOs are identified from the field during operational use of the system. Identified RIOs are captured and reviewed by team management during weekly teleconferences and a decision is made to enter the items into the RIO management tool. RIO handling plan actions are then created and statused through completion. If a supplier RIO is identified, it is managed via the same process. The program also has opportunity goals: cost reduction initiatives, cycle time reduction initiatives, affordability, product maturity, etc.
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
6 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.
Given the economic
environment and changes in the global marketplace, how did you assure your team changed swiftly and with agility?
The (v)2 CLS team is focused on the needs of the war fighter. From the contractor on the flight line, to the individual writing a technical order, all team members are dedicated to the mission goal, to permit the war fighter to successfully execute flying operations. Each team member takes personal responsibility to be constantly aware of the near and long-term tasks and objectives. The CLS team members, as well as the war fighters they support, are in harm’s way, increasing the tight camaraderie. Direct Communication - The PM receives daily operational status from the fully integrated field team. System operational feedback is obtained during each aircraft post flight debrief. At the Program Office in St. Louis, Mo., daily teleconference repair meetings are conducted with the stateside customer and suppliers. A monthly Program Management Review (PMR) is
conducted to provide status, address issues and risks, and to strategize long term goals and needs. A field review of the past year’s missions, challenges, and upcoming events is held annually.
Issues are addressed as soon as they arise. This continued philosophy has established a long term Government-Industry partnership with our Air Force customer. The PBL concept for the (v)2 CLS program is unique in the aspect of its longevity and continued
success. The stability (minimal turnover) and consistency of the Boeing team help make Air Force leadership transitions smoother.
Personal Acknowledgement – The operations tempo is fast-paced and deliberate, but time and effort are taken to celebrate personal and team accomplishments. We stay aware of changes in the global marketplace. Working closely with our US government counterparts, the Radar Enterprise contract is structured using lean processes to provide the war fighter the capability needed to perform operational tasks, while maintaining required system reliability and availability rates, within available budget. We rapidly evaluate impacts to the program, working with the customer to generate options, addressing how they want the program restructured. This allows the customer to control the capability fielded to the war fighter.
Team Leadership: Lessons Learned and Knowledge Management Describe how you collect lessons learned and best practices, and how they are
When new individuals are brought on to the team, a structured certification/training plan is followed using the on-the-job training concept of senior individuals training new individuals. In addition to continually providing updates to (v)2 contractor data to support the weapons
Member of the (v)2 Radar CLS Team working in the field
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
7 shared with your team and
company to improve
performance. Also how are you capturing expertise and
knowledge to assure
availability over the life of the program?
systems, continuity books and plans are in place that capture the knowledge of the experienced individuals allowing less experienced individuals to perform the job. We have also developed multiple data bases that capture real-time radar system operational performance and debrief data that is evaluated for trend analysis, system repair, anomaly identification, and potential improvement items.
Team Leadership: Leadership Development How do you develop team’s skills and build future leaders
The CLS site manager cannot be there at all times, so the team members are empowered to make decisions. This requires them to know USAF personnel from the commanding officer to the flight-line maintainers. To meet operational commitments, each team member has the decision authority to take necessary actions to ready aircraft for operations; perform system analysis, perform maintenance and make repair decisions, order parts, run aircraft, coordinate with USAF maintainers, and to hold down an aircraft if necessary.
Boeing offers a generous tuition assistance program for all employees to promote continuous education. CLS team management assigns personnel on a rotational basis to assist in and conduct PMRs, staff meetings, in-field cross training opportunities, and in the contracting process. All personnel have the opportunity to work out of their comfort zone, allowing a wide variety of experiences and jobs to be performed maintains a motivated and energized work force.
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.
The Boeing CLS team has combined Boeing and USAF processes, standards, and regulations to build an
unprecedented quality program that meets the needs of all stakeholders. Using a combined process completes the integration of the Boeing CLS team into the 18th Wing and keeps the ancillary responsibilities error free. These include: security, quality assurance, safety, tool control, part configuration control and management, hazardous material, vehicle control, radio frequency hazard monitor, computer network administration, and training.
Many times the assistance of the CLS team shortens troubleshooting & repair times, decreasing the number of false pulls of non-radar components, saving the USAF maintenance time and repair dollars associated with sending a good component in for repair.
IV. ADAPTING TO COMPLEXITY:(HOW DO YOU DEAL WITH YOUR PROGRAM’S UNIQUE COMPLEXITIES)= 20 POINTS
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
8 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
At the time of initial fielding, the (v)2 AESA program was a “New-to-the-World” weapon system and was installed on operational aircraft. The system essentially replaces the legacy radar mechanical scanned array with an array of small transmit-receive modules. Additionally, the
aircraft’s environmental control systems and identification friend or foe systems were upgraded. System
improvements were base-lined to address radar performance, increased system reliability, and aircraft availability. This weapon system was the basis for all follow-on technology which is used on the F-15 (v)3 radar, and the F-18, F-22, and F-35 aircraft.
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: existing technology modified to meet new design
requirements
- High-Technology: recently developed new technology
- Super High-Technology: non-existing technology that needs to be developed during the program.
The (v)2 AESA program at initial design and fielding was a “Super-High-Technology” system. Using the extensive Boeing in-house expertise coupled with the long time expertise of Raytheon, the (v)2 radar was developed. The radar system is exceeding its initial design life of five years, causing parts obsolescence issues. Regular reviews are conducted assessing the health and sustainability of the program. Circuit level components are assessed and monitored, ensuring the part can be produced/purchased from approved vendors or that a suitable substitute is identified. In cases where parts are becoming obsolete, funding is secured to purchase a life-time buy of those units. In cases where the part is obsolete and there is no suitable substitute, an analysis is performed to identify the historical usage of the part and assess the engineering effort required to design a new part.
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.
The (v)2 AESA is a sub-system that is integrated into the F-15 weapon system. Boeing, the system integrator, performed all engineering design efforts to incorporate it into the F-15 weapon system. As production concluded and sustainment began to ramp up, it was identified early-on that a level of engineering excellence was required to maintain the system throughout its life cycle. To ensure adequate engineering support, a small but dedicated staff of engineering disciplines remains on the F-15 AESA program and is accessible by the (v)2 AESA CLS program on a reach-back basis. System performance continues to exceed expectations.
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
9 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 critical-to-success deadline. - Blitz – there is a crisis
element driving the need for immediate response.
During initial development the (v)2 AESA system was a “Time Critical” program and required a short span of time from design to fielding. Development of the system required numerous disciplines reviewing and designing all aspects of the system from the radar to the test equipment used to support the system. The aircraft were fielded with a contractor maintained PBL support structure. Even though the system is in its 12th year of fielding, the operations tempo remains at a Time Critical pace. With the aircraft sortie generation rates, surge operations, and continuous deployment rhythm, all program personnel are continuously working issues, solving problems, and updating documentation with better maintenance and operational methods and techniques.
Other Complexities & Uncertainties -
Describe other complexities and unknown factors faced by this program and how you addressed them.
Boeing continually monitors fleet operations and system performance to identify candidate improvements for new operational capabilities and to counter emerging threats. These are flowed back through the requirements process, which results in modifications to the (v)2 radar system. The (v)2 team ensures all software/hardware issues are assessed during the update review phase, making certain the war fighter concerns are addressed.
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.
The Quarterly Assurance Surveillance Plan (QASP) reflects that the radar (Ao) rate has exceeded the 95% contract threshold and is cumulatively at 98.9% over the 12 years of the program. Performance metrics are maintained and reported on weekly basis that reflect the weekly and yearly sortie rate, flight hours, system failures, and Mean Time Between Failures (MTBF). Current data reflects over 33,000 sorties and 54,000 flight hours with a (v)2 MTBF of over 750 hours, a significant improvement over the legacy F-15 radar with a MTBF of 20 hours. The best measure for customer satisfaction is from the voice of the customer. The program has consistently received all exceptional and very good Contractor Performance Assessment Report (CPAR) scores.
Using the “war fighter first” concept ensures that no one confuses the mission. Daily feedback is received real- time as the pilot goes through debrief and during any maintenance action with the appropriate ground
2013
AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright © 2013 Boeing. All rights reserved.
10
gathered, quantified, and reported on a quarterly basis. Between the quarterly report, weekly status, parts status, and teleconferences, the USAF has total visibility into the performance of the CLS team and their F-15C (v)2 fleet. The Boeing CLS team has received zero findings or violations for work performed.
Performance - How do you measure your program’s performance in traditional terms such as schedule, budget, requirements, and business results?
With the award of the CLS contract, a robust set of tailored Earned Value Management processes were
implemented. These process controls provide a disciplined approach to schedule and budget performance. The
business management team provides reports for a monthly management review of budget and schedule status.
Identifiers are color-coded for easy recognition to ensure proper emphasis is applied to each account that requires attention. Trend data ensures that early action is taken if an account appears to be trending in an undesirable direction. Supplier cost data is also reviewed monthly to ensure that all suppliers are within budget and schedule. Integrated schedules are addressed focusing on compo-nent repairs, field deployments, and program specifics.
Preparing the Future - How do you measure and assess the long-term contribution of your program to the
corporation/organization?
Financial data is used to calculate the future and current health of the program. Areas of concentration are
identified as present or forecasted opportunities, near term goals, and long term business goals. Due to the success and critical nature of the program, Boeing internal funding has been used during contract negotiations to ensure no gaps in coverage are realized by the war fighter.
Team - How do you measure and assess the impact of your program on your team
development and employee satisfaction?
Ten of the 12 original technicians continue to support the program, through the transition from Alaska to Japan. Each Boeing team member is encouraged to participate in the annual Boeing Employee Survey, which measures employee satisfaction and engagement. The survey indicates the (v)2 CLS team scores significantly higher than their peers in many areas including:
• My job makes good use of my skills and abilities • I feel encouraged to come up with new and better
ways of doing things
• I have the authority to make decisions that improve the quality of my work.
Unique Metrics - Describe any unique metrics you are using to measure your program’s progress and how do you focus it for outstanding success.
Boeing (v)2 CLS team developed the Boeing Operational Support System (BOSS) tool to pulse the program’s heart beat on a daily basis. This tool downloads and stores field data such as flight hours, failures, Built-In-Test (BIT) data and assists in the calculation of MTBF data which is critical to the PBL program.