Rockwell Collins/KC 135 GATM

Transcription

1 I. Program Overview Organization Name/Program Name: Rockwell Collins / C/KC-135 GATM Program Leader Name/ Position/Contact information , Phone Ronald J. Morey / Legacy Tankers Programs Manager / rjmorey@rockwellcollins.com, 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 USAF, OC-ALC/GKC Colonel Robert Torick / KC-135 System Program Manager / robert.torick@tinker.af.mil / System Level Production/Sustainment Program or Project Need: Air space Communication, Navigation, Surveillance/Air Traffic Management (CNS/ATM) mandates are being implemented by the International Civil Aviation Organization (ICAO) and the Federal Aviation Administration (FAA) to improve air safety and the management of increased air traffic. To meet the C/KC- 135 mission requirements of unrestricted global access the USAF must comply with all applicable civil air traffic control requirements. Non-compliance with mandates has resulted in C/KC-135s flying at restricted altitudes, with route diversions, resulting in increased flight time and fuel consumption. History: Contract awarded 21 October 1999 Design, integration, test and certification Complete LRIP Production award received 27 June 2002 QT&E Complete (22 Oct 02) QOT&E Complete (18 Nov 03) GATM Block 40 mod deemed Effective & Suitable First production award received 12 March 2004 Seven annual production awards received since 2004 To date, all program milestones have been completed on or ahead of schedule Product Created by the Program: With the GATM upgrade to the USAF C/KC-135 fleet, the largest and oldest tanker fleet in the world is now 100% compliant with all CNS/ATM mandates allowing 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 II. VALUE CREATION = 20 POINTS Rockwell Collins/KC 135 GATM unrestricted airspace access anywhere in the world. Scope of Work: Rockwell Collins has Total Integrated System Performance Responsibility (TISPR) for all aspects of the C/KC-135 GATM program including design, development, production, integration, testing, and installation. Modifications currently being performed on the 419 KC-135 aircraft provide a cost-effective, integrated, open architecture with growth directly linked to commercial development. Expected Deliverables: Each aircraft upgrade includes 28 new avionics Line Replaceable Units (LRU), 9 new antennas, over 100 wire harness assemblies and 13,000 piece parts. Our installation operation in San Antonio Texas being performed by Boeing our subcontractor/partner is delivering approximately one aircraft per week. Each aircraft progresses through the two month installation process receiving numerous inspections by Air Force ensuring the highest workmanship standards are followed. Working closely with the USAF, Rockwell Collins has achieved a first time quality acceptance rate of 99.7%. This continual focus on quality, and attention to detail, has resulted in 100% on time deliveries to the warfighter. Current Status: Program is in full rate production with over 400 aircraft complete to date. This program leads Air Mobility Command s (AMC) legacy mobility fleet in CNS/ATM compliance. 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 This program provides the Air Force unfettered access to global airspace allowing aircrews to execute their worldwide mission of refueling military and state aircraft anywhere in the world, anytime. The C/KC-135 GATM program provides a quantum leap in capability to the aircrew while seamlessly integrating into the national, and international, air traffic control structures. This program took an aging aircraft, with an abundance of legacy equipment, and placed it at the forefront of new CNS/ATM technology that increased situational awareness to both the aircrew and air traffic control while increasing overall avionics reliability. The Mean Time Between Failure (MTBF) of the effected systems improved by over 1000% while the Mean Time To Repair 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 Program Excellence Award? (MTTR) decreased by more than 500%. Many of the GATM navigational functions have been automated to decrease crew workload. Fuel management integration with the Flight Management System (FMS), integrated mission planning, air boundaries (i.e. special use airspace, warning areas, air refueling tracks) depicted on multi-function displays, and required time of arrival (RTA) improvements all meet the progressively more stringent navigation performance requirements. The KC-135 GATM program has generated more than $750M of revenue for Rockwell Collins while maintaining an on time delivery rate of 100%. The architecture developed for this program has been used as the baseline for multiple USAF, USN, USMC, USA, and international platforms to meet their CNS/ATM requirements. 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 The KC-135 GATM program utilizes the Rockwell Collins Management Authorization Process (MAP) which consists of a set of planned reviews (i.e., Decision Points) developed to facilitate thorough analysis and sound business decisions throughout the lifecycle. Life Cycle Value Stream Management (LCVSM) teams plan the work and prepare a decision point review for authorization of the funds and resources required to execute the plan. Following authorization, the LCVSM Team "works the plan" consistent with the stage in the life cycle of the program/project. The KC-135 GATM program has achieved a 100% on time delivery record by actively managing all levels of our supply chain. This includes a prescreening of potential suppliers to ensure the capability, quality and capacity will meet our needs. Rockwell Collins establishes a Subcontract Management Team to verify that all of the suppliers have been through our prescreening process. In addition, all of our prime contracts have subcontract management plans that are written in detail to describe how the subcontracts will be managed. From an organizational level, stoplight charts are created for each subcontract and are reviewed for early problem identification and problem resolution on a monthly basis by senior management. The KC-135 GATM architecture brought leading edge commercial technologies including civil FMS, datalink 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 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. 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 and Ethernet digital backbone for the first time to a military platform. All these commercial products required integration on the KC-135 aircraft while enhancing/preserving military functionality. The civil FMS required integration with the military FMS to ensure that the two worked seamlessly together while preserving the commercial pedigree. This approach allowed the platform to leverage previous certifications enabling implementation of enhanced functionality without requiring the USAF to invest in the initial development cost. The integration of the military FMS allows the operator to smoothly transition from civil airspace to its military mission without additional crew workload associated with a non-integrated system. The KC-135 mission requires all LRUs to survive a harsher operational environment than most commercial aircraft. This required more stringent requirements on the Ethernet digital backbone and commercial LRUs, ensuring they would successfully operate on a military platform. In addition to the rigorous Rockwell Collins Systems Engineering process for design, integration and test additional planning and management was required to ensure that open lines of communication were established, and maintained, with the Rockwell Collins Commercial Systems Engineering. This helped ensure that operational requirements were well understood, tested, and implemented. The planning phase of the KC-135 GATM program began with Pre-Execution Program Planning (PEPP) which includes detailed planning of all tasks needed to execute the program, identification of all predecessors and successors in an Integrated Master Schedule, and the tailoring of metrics for tracking program execution. Monitoring and controlling the program consists of weekly management reviews, monthly cost and schedule reviews and quarterly reviews with senior leadership. Each level of review is tailored to review specific program metrics which identify program issues early and provide a forum to initiate corrective actions. Any risks identified are tracked and mitigated as described in the risk area. To date Rockwell Collins has delivered over 10,000 LRUs for the C/KC-135 GATM program. These units are demonstrating an average reliability three times greater than originally predicted. Through the on-going 10 year warranty program all LRUs returned for repair are evaluated for root cause and failure trends. The warranty 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 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. 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? management team meets monthly with DCMA to review the previous months repair activity focusing on emerging failure trends. If trends are identified the design engineering team is engaged to identify corrective actions and implement the necessary revisions in new product builds as well as Customer Returned Goods (CRGs). This process is the core of Rockwell Collins focus on continuous product improvement. The implementation of continuous product improvement processes into the KC- 135 GATM LRUs has yielded a 10% improvement in product reliability since 2006 at no extra cost to the USAF. Rockwell Collins has demonstrated its commitment to provide timely repairs by accepting a $50/day penalty for each day a repair exceeds the 20 working day repair Turn- Around Time (TAT) requirement. Rockwell Collins has exceeded USAF expectations for repair TAT by recording to date an average TAT of 15 days. Rockwell Collins requires subcontractors be held to the same standard of repair timeliness by flowing these requirements into all subcontractor agreements. Rockwell Collins guarantee of quick TAT allows the USAF to procure fewer spare LRUs. The Rockwell Collins team includes a network of field service engineers located throughout the United States and abroad. Their primary focus is to provide field support to the user as well as provide further insight to the warranty management team concerning product performance. Data gained through these channels is included in fault trend analysis in order to ensure the root cause is identified and proactively addressed. Software Integration Laboratory Our Software Integration Laboratory (SIL) is a critical component in all of our development programs. It reduces risk and cost by allowing software, hardware, and simulations to be designed, integrated and tested in a lab environment before aircraft installation. The SIL replicates the actual aircraft to the maximum extent possible and is critical during the test phases allowing us to maximize first time success when hardware and software is installed on the aircraft. It allowed trial and error testing without tying up critical national defense assets providing a 22 percent reduction in overall test time and improved test fidelity. The C/KC-135 SIL closely replicates the actual aircraft system by including 69 LRUs along with a variety of 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 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. sensor simulations. Additional advantages include human factors design activities, certification efforts, and software regression testing. The SIL allows for aircrew and maintenance training classes to be held on-site so initial cadre are trained, and ready, when aircraft are delivered. The key to managing risks and opportunities on the C/KC- 135 GATM program is the open and honest communication we have with the customer and their early involvement in implementing corrective actions. In the early stages of the development effort we held daily standup meetings to discuss the progress being made on the program and any risks or issues that had been identified. Our customer routinely attended these meetings and provided input and guidance on proposed solutions. This early involvement allowed the team to focus on solutions that ultimately met, or exceeded, the end user s needs. In addition to the daily stand-up meetings we held weekly and monthly program reviews with each project team to discuss staffing, cost and schedule performance, risks, and any other issues that could affect the program. When risks were identified they were entered into a formal process to characterize, prioritize, avert, track and control them. 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. These practices bring discipline to the decision making process allowing proactive action to be taken to avoid crises, problems, and surprises. Point of Control Decision Making. One of the single greatest motivators for our team is our decision making process. Timely (and program relevant) decisions are achieved by giving the program team the latitude, and the responsibility, for total program performance allowing the government and contractor program teams to quickly resolve issues without requiring delays through unnecessary approval cycles. The C/KC-135 team sponsored several recognition events as key program milestones were achieved that included a dinner celebration for successful completion of aircraft flight test and an afternoon at the ballpark when the first aircraft was delivered. Specific individuals or teams were recognized for outstanding contributions. The flight test team was recognized for their support of the Integrated Systems Evaluation (ISE) flight which circumnavigated the globe to demonstrate GATM interoperability with worldwide air 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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 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. traffic control agencies. Rockwell Collins uses a Technical Consistent Process (TCP) that defines the technical processes used by engineering, shared services, subcontracting, and engineering support to develop and maintain systems, hardware, software, and installation artifacts. The TCP standard definition, the enterprise-common methods, templates, and tools are process assets developed (or acquired) to meet the program objectives. These assets guide the establishment of a common process across projects/programs Rockwell Collins and support organizational learning and process improvement by allowing the sharing of "best practices, process assets, and lessons learned experience across the team. Rockwell Collins has developed a wide range of formal leadership development training classes to enable leaders to more completely realize their full potential for personal success and for the success of Rockwell Collins. These include courses in Talent Management, Leadership Essential Studies, and Life Cycle Value Stream Management (LCVSM). We have also implemented a Mentoring program to match skilled leaders with those desiring guidance in specific management skills. One of the primary reasons for the success of the KC-135 GATM program is the open communication we have established with the customer. With a true open door policy in place at every level of program execution all issues are brought to light early and the entire team works together to identify and implement corrective actions. The high fidelity SIL described earlier also differentiates Rockwell Collins from other integrators and reduces program risk. Finally, employee recognition instills a sense of ownership with each contributor and develops an atmosphere that breeds success. 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 The C/KC-135 GATM program can be classified as a new generation of an existing product line. Since ICAO, Eurocontrol, and FAA initiatives are moving toward performance based airspace requirements, military aircraft, (such as the KC-135) must have an FMS that will simultaneously comply with civil airspace requirements and 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 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: 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 support military mission requirements. The KC-135 GATM system employs an existing product line (Rockwell Collins Flight 2 System) tailoring it to meet specific military requirements while maintaining its capabilities as a certified CNS/ATM system. Prior to GATM s fielding few if any CNS/ATM systems could address both the needs of the evolving civilian airspace requirements while at the same time address military command and control needs. Through partitioning of on-board processing common functions such as flight plans, performance data, and aircraft state information can be shared between commercial and military functions maintaining mission continuity while reducing aircrew workload. The KC-135 GATM program can be classified between Medium and High-Technology. There are new CNS/ATM requirements being met by modifying commercial technology in development but not yet fielded. Historically, avionics systems evolved from federated, to serial interconnects, to commercial LAN technology as a means of providing on-aircraft communication between aircraft functions. Capabilities like Information Assurance (IA) and Global Information Grid (GIG) interoperability are the next stage in avionics network evolution. To address this uncertainty the integrated onboard network for the KC-135 was specified with consideration given for technical suitability, expandability, scalability, and supportability. Technical considerations included items such as performance, safety certification, security certification, and seamless participation with emerging off-platform networks such as the GIG. Expandability and scalability allow the network to grow with the changing needs of the aircraft and its mission. The original 1950 s vintage KC-135 flight deck utilized a variety of federated analog instruments. This included standalone weather radar displays, stand-alone Inertial and Doppler Navigation Systems (INS/DNS), analog Attitude Direction Indicator (ADI), Horizontal Situation Indicator (HSI), and engine instruments, to name a few. Many of these legacy systems present on-going obsolescence and reliability concerns. The KC-135 GATM solution can be classified as a System as it s a collection of subsystems performing multiple functions. The display systems integrate data from multiple sensors onto the Multifunction Displays (MFDs). These display systems 2011 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 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: Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and how you addressed them. must be able to accommodate display of information beyond that typically presented on a commercial only platform that includes enhanced situational awareness formats such as formation flight, digital maps, tactical datalinks, etc. By integrating data from several sensors on a single MFD, overall reliability can be increased and many items posing obsolescence issues can be removed from the flight deck. The KC-135 GATM program is Time Critical as civil airspace mandates are already limiting aircraft from using preferred airspace. The systems installed and integrated as part of the GATM program allow the C/KC-135 unrestricted worldwide access Enhancing their mission effectiveness and efficiency. The KC-135 GATM program has faced and overcome numerous challenges during development and production. This program continues to be the pace-setter for AMC in developing solutions that meet both civil CNS/ATM mandates and military mission needs. Rockwell Collins coordinated closely with all levels of the Air Force, and aerospace industry committees, to define, develop and evolve requirements. This continuous interaction during development helped assure first time success when the systems were installed on the aircraft. Through the use of daily meetings with our subcontractors and Air Force representatives Rockwell Collins has been able to overcome each and every obstacle without impacting schedule. For example, in August 2009 the runway in San Antonio was closed to complete repairs paid for with stimulus funding. Rockwell Collins proactively worked with the customer program team to identify potential impacts to production, and jointly developed a plan to accelerate inputs in order maintain production during the shutdown and recover the acceptance flight schedule once the runway reopened. Although 12 flying days were lost due to the closure, there were no delays to actual production. Immediately following recovery of aircraft schedule due to the runway closure an issue was discovered which affected circuit breakers in a Government Furnished Equipment (GFE) kit that was severe enough to ground the effected aircraft. The problem also impacted 10 additional aircraft requiring approx circuit breakers to be replaced. The USAF supply system was unable to supply enough circuit breakers to correct the problem on all aircraft so Rockwell Collins worked with internal vendors to supply the shortfall and keep aircraft production on track. The result was all aircraft scheduling was back on track within 1 week AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 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? 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 how do you focus it for outstanding success. Rockwell Collins continuously measures customer satisfaction with the most important of these measures being the Contractor Performance Assessment Report (CPAR) prepared by the USAF. This annual report card includes the contract specifics and individual rating in the categories of: Quality of Product or Service, Schedule, Cost Control, and Management. Over the past 5 years Rockwell Collins has consistently received the highest rating in every category measured. This is an extraordinary accomplishment for a program covering such a wide range of requirements over such a long timeframe. The KC-135 GATM program uses a variety of structured metrics to provide timely feedback on specific and overall effectiveness. Our Earned Value Management System (EVMS) includes a set of cost and schedule metrics which provide performance indices and trend data. Two of the key metrics are the Cost Performance Index (CPI) and Schedule Performance Index (SPI) which track the actual cost of work performed against the budgeted cost of work performed and the budgeted cost of work scheduled. The KC-135 program has consistently exceeded the CPI and SPI ratings of 100%. The KC-135 GATM program has been used as a baseline for numerous USAF, USN, USMC, USA, and international platforms and has contributed to an increase of greater than 30% in Rockwell Collins Tanker and Transport revenue over the last 5 years. On several occasions we have arranged for USAF senior leadership to brief our employees on the how their actions are improving the capabilities of the warfighter. Making a direct connection between their actions and the benefit to the men and women in uniform instills great pride in every employee. During the production phase of the KC-135 GATM program, we track daily progress to plan for each aircraft in work as well as personnel turnover and any parts shortages. By keeping these metrics at the forefront of daily meetings we have been able to mitigate each risk identified and maintain a 100% on time delivery record AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10