Hedden Page 1 6/17/ Program Excellence Award

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1 Hedden Page 1 6/17/ Program Excellence Award The AVIATION WEEK Program Excellence Award initiative has been developed in recognition of the need to develop future program leaders who will face challenges similar to those of the past, but also the need to address unexpected technical, organizational and business complexities. They will have the ability to apply Lessons Learned and Best Practices, as well as create transformation and Next Practices. The goal of this initiative is to recognize and promote program excellence in terms of performance, leadership capability, and outstanding lessons that can and will be shared broadly within the aerospace and defense community. Framework The criteria for this award are based on the best elements of program/project leadership excellence programs developed by the Strategic Project Leadership Program of the Technological Leadership Institute, the NSIT Malcolm Baldrige National Quality Awards, and the NASA/USRA Center for Program/Project Management Research. The award will examine four critical areas according to the following framework: The evaluation team will determine winners on the basis of scores in these four categories. The winner(s) will be featured in Aviation Week & Space Technology and at well as honored at the annual Program Excellence Seminar/ Aerospace & Defense Programs Conference to be held on November 1-3, 2010 in Phoenix, Arizona 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 Entries will be judged in four categories: 1) Sub-system R&D/SDD; 2) Sub-system Production/Sustainment; 3) System R&D/SDD; and 4) System Production/Sustainment. Finalists will be chosen in each category based on meeting a base threshold score that will be determined by the evaluation team; the winner for each category will be the program/project with the highest score. The Evaluation Team reserves the right to name an Overall Winner, if the nominations so warrant, based on the combination of scoring against the criteria, best practices, and gamechanging leadership Evaluation Team The evaluation team for the 2010 AVIATION WEEK Program Excellence Awards includes: Jack Jacobs, 2010 Chairman Program Excellence Initiative and VP Programs/Business Operations, Honeywell Defense and Space Michael Bruno, Deputy Managing Editor-Military, AVIATION WEEK Harold Skip Burns, Corporate Director Program Leadership, Raytheon Company John Chino, Corporate VP Engineering, Quality and Programs, Northrop Grumman Corp. Nanette Bouchard, VP Program Management, Boeing Integrated Defense Systems Jack Grucza, VP Performance Excellence, BAE Systems Ed Hoffman, Office of the Chief Engineer, NASA Ron Hornish, VP/GM Precision Strike Solutions, Rockwell Collins Charles Mills, VP Program Management, Lockheed Martin Corp. Lewis Peach, Arctic Slope Regional Corporation Aaron Shenhar, Professor of Project and Program Management, Rutgers Business School and Founder, The Technological Leadership Institute Jesse Stewart, Professor of Program Management, Defense Acquisition University Anthony L. Velocci, Editor-in-Chief, Aviation Week & Space Technology Intellectual Property Note: Individuals outside your company review award submissions. Do not include any materials marked Proprietary. All documents will be copied and distributed via the Internet to the aforementioned Evaluation Team and will be considered as public knowledge. By submitting an entry to the AVIATION WEEK Program Excellence Awards program, you are indicating agreement to participate in outreach efforts to share Lessons Learned/ Best Practices in an effort to lift the bar on program leadership across the industry. Entries may be also used for comparative research among programs to draw conclusions and lessons learned across the industry. Format of Submission Please prepare a submission document of no more than 10 pages using the following tables. It is important that you complete all sections as the scoring for each section will contribute to the aggregate score. Failure to complete the entire form will adversely impact the overall score. Exceeding 10 pages will disqualify your entry. You must use the tabular format provided to submit your nomination form. You should use 12 pt. Times Roman font to fill in the tables. Before submitting, save your document as a PDF file. Submission and Questions Questions and submissions should be directed to Carole Rickard Hedden Project Leader, AVIATION WEEK Program Excellence Initiative chedden1@cox.net Completed forms should be saved as a pdf and sent electronically AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 I. Program Overview Organization Name/Program Name: Honeywell BGA/C&PS Pilatus PC-12 ADAHRS Your Name/Position/Contact information , Phone Customer: Organization/Name/Position/Contact information Note: your customer will be contacted to verify performance across the four criteria measured herein. Program Category Elizabeth Bierman/Product Support Program PILATUS AIRCRAFT LTD., Customer Support Manager, CH-6371 STANS, Switzerland Tel.: +41 (0) Fax: +41 (0) o Sub-System Production/Sustainment program or project 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 An Airworthiness Directive (AD ) was placed on the KSG-7200 for Pilatus in Spring 2009 for a roll offset issue in which the possibility exists that one or both Primary Flight Displays could indicate a roll attitude error up to 10 degrees if an accelerated turn onto an active runway is performed immediately followed by a takeoff. Another issue was found with the high latitude operation. The Royal Canadian Mounted Police PC- 12NG aircraft has been experiencing a heading phenomenon switching between magnetic and GPS track heading sources, resulting in undesired slow slewing rate after automatic switching between heading slaving reference inputs, and heading miscomparison annunciations. The location of the reported phenomenon is around Yellowknife, Northwest Territories, Canada. Due to the weak horizontal field, operation of magnetically referenced heading equipment is not expected to occur due to the significant probability of large heading errors. Honeywell Customer and Product Support Service Related Difficulty (SRD) program Technical Standard Order (TSO) September AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Program completed Q 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? In what ways is this a stellar program? For Honeywell Safety of Flight issue Accelerated program life cycle without compromising quality Cross Functional team between Olathe and Coon Rapids Contractual penalties for not meeting ADAHRS TSO date - $200,000 if we missed the promise date and $25,000 per week for each additional week For customer-pilatus Primary driver: Get the AD removed from aircraft Significant customer satisfaction issue Honeywell provided an interim procedural solution to keep the aircraft flying while the software change was being developed III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Describe how you developed your program strategy and competitive advantage in support of your company strategy, how you monitor progress toward achieving this strategy Strategic: Requirements Management How do you define, revise and control your requirements? Strategic: Systems Engineering Describe your systems engineering planning and management processes. Strategic: This was a safety of flight issue so we knew a quick solution was necessary. Our competitive advantage was to ensure high performance program execution culture, and strong front-end planning. Early, well defined requirements driven by field data collection utilizing inertial truth reference and simulation post processing. The requirements were controlled through DOORS. Integrated, resource loaded schedule. Earned valued metrics, such as CPI/SPI Risk/Opportunity management on a weekly basis Systems V&V testing and documentation Review on a weekly basis during program development team 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Opportunity Management - Describe how your program identifies opportunity and manages this opportunity. 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 meetings. For this specific program, we ran flight tests early prior to formal verification to mitigate any potential risk and take the opportunity to save time in the schedule. During our weekly program development meeting, the Microsoft project schedule that was developed for this project was reviewed a percent complete was captured. Due to the short timeframe of this program (6 months), this was the best approach to review program progress. Operational: Supply Chain Management -- What processes, tools and relationship-building methods have you used to develop, refine and improve supply chain and stakeholder integration? This is one of the most imperative needs of our industry please provide specific details and data that assisted you in gauging the effectiveness. Weekly coordination calls with Honeywell and Pilatus ensured that supply chain and stakeholder integration issues were addressed. During this weekly call, the stakeholders were able to discuss the plan to implement the new software change into the field when available and most importantly discuss the interim procedural solution to keep the fleet flying during the development. Verbal and written communication allowed us to gauge the effectiveness. Operational: System Integration, Testing & Reviews - Describe the activities and processes used to succeed in your system design, integration, and testing. How did you conduct system design and technical reviews? Operational: Risk Management Describe the processes used to identify risk and avoid future/potential issues or risks. The activities used for our system integration included selecting an AD fix limited scope algorithm solution, updating SW models and code, debug / bench Test Prototype SW- Software, debug/bench Test Prototype SW-Systems, Prototype Flight Test, analyze Flight Test Data- with both Systems engineering and analyst engineering. Technical reviews were done with software, systems and analyst engineering. Risk management log was maintained and review on a weekly basis. All stakeholders were allowed to add items to the register for review and during the program development team meeting we prioritize the risks and looked for actions to mitigate risks. The original ADAHRS team in Olathe was used. Senior resources in Coon Rapids were added to the team to review and simulate algorithm changes. Tests were ran in parallel vs series to minimize risk. Flight test was performed early before 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 Team Leadership: Team Spirit and Motivation Describe how you created your team spirit and culture, and accomplished full team integration and 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. 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. V&V started. Team Motivation: - Weekly PDT meetings and Core team meetings - Program kickoff presentation - Regular communication to foster teamwork Lessons Learned: - Evaluated previous KSG-7200 and the MEMS AHRS program lessons learned before beginning program - Listened to stakeholders at the beginning of program to ensure a successful start Leadership Development: - Set expectation in kick off meetings and drove planning & execution to completion - PP&C reinforced accountability and performance in weekly and monthly analysis - Functions had assigned leaders for each group monitoring the technical solutions for compliance to requirements - Functional Managers had roles delineated in the SOW, accountable for scope growth and cost compliance Monitoring and Control Review top metrics weekly with team Risk Management activities Customer integration Weekly meetings with all stakeholders: Pilatus- Switzerland, Pilbal-Denver and Royal Canadian Mounted Police 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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 - Breakthrough - new to the world product or system. 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: 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. Derivative an improvement of an existing product/system. Safety of Flight issue on an existing product. Evaluated lessons learned on the ADAHRS before starting program - High-Technology: recently developed new technology First generation technology for the air data attitude heading reference system Corrected algorithm without affecting other areas of software A Sub-system fitting within a larger system. ADAHRS installed on the Pilatus PC-12 NG aircraft with the Honeywell APEX system 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 - 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 address them. Blitz 6 month program (typical length months) Safety of Flight program, Airworthiness Directive issued Complexities of working with EASA, FAA for the Airworthiness Directive and also Transport Canada and the Royal Canadian Mounted Police. This was addressed with keeping all stakeholders engaged and weekly verbal communication was effective. Also, complexities of working two separate issues under one program. The AD on the roll offset issue and also the high latitude heading reference inaccuracies. This was addressed by keeping the team on track with the schedule to ensure all activities were being accomplished AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 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. Performance - How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? Reliability on the ADAHRS. The software fix has been implemented across the entire fleet. Reliability has increased 43% on -002 version and 3 times on -003 version. Customer satisfaction was also obtained through verbal and written communication. CPI/SPI was maintained throughout the program which was unique for a service related difficulty program and also for a short timing program. CPI/SPI were 1.0 or better throughout the development program. Budget: We had a budget of $1.04M and came in at $935K. Business results: We had a deadline to have TSO on September 25 and we delivered on September 18 th. Preparing the Future - How do you measure and assess the long-term 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 focus it for outstanding success Prepare lessons learned at the end of the program Review reliability numbers periodically. Work with our field support engineers and product support engineers to ensure the fix is successful in the field. Verbal and written communication to individuals and their managers on a successful program. Rewards and Recognition done at the individual level. Pilatus and Honeywell instilled a Tiger Team to address any other issues that arose on the ADAHRS and look to address long term reliability success in the future. This was developed with resources from engineering organization and business team AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9