FA18 Advanced Weapons Laboratory

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F/A-18 Advanced Weapons Laboratory
HPOEvolutionandImplementation
HPOEvolutionandImplementation

• Barry Douglas Integrated Product Team
  LeadSusan WeaverProcess Improvement

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The Advanced Weapons Lab, China Lake -- where
Sensor / Smart Plane / Smart Bomb combinations
are developed, and wired together to test their
real-world, real-time performance - including
full-scale, in-lab mock-ups prior to flying..
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THE AWL IN DETAIL
Now, lets unpack that statement
Full-scale because it takes a nanosecond
(.000000001) for an electron to travel along 1
foot of computer cable. And, in digital warfare,
nanosecond precision is essential. So, you must
test with full-scale distances between sensors,
plane, and bombs. In-Lab Mock-ups because
in-flight testing costs 25 times as more than
in-lab, mock-up tests. Sensors because these
eyes and ears are our current technological
edge. Smart Planes because air power is the
USs preferred tool for power projection. Smart
Bombs because theyre more precise and limit
collateral damage. Combinations because there
are nine sensors, seven airframes, and many kinds
of weapons available to accomplish various
missions. Wired together because it takes
integrated software to make the sensors, plane,
and bombs talk to each other. Test real-world,
real-time performance because its all just
theory until this happens, and it only happens at
China Lake.
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WIRED TOGETHER An example of Weapons and Systems
Integration
Weapons
Interpret Threat Input Find Possible
Targets Identify Target Lock-on Target Pass
target to weapon Fire weapon Enroute weapon
adjustments Assess Damage
Plane
On-Board Sensors
AIM-9X
JSOW
AESA
JDAM
Non-Threats
Pilot
Pilot
ATFLIR
GBU-24
Active RF
Mission Computer
SLAM ER
Infrared Laser
AIM-120
EW Suite
Passive RF
THREATS
SHARP
Visual Infrared
MIDS
Active RF
Off Aircraft Sensors Seals, Satellites, other
aircraft
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Putting the pieces together is like Sensors
Smart Plane Smart Bomb Weapons
Integration But, its more than just simple
addition. Its teaching the sensors to see and
hear, then passing the word to the
plane/pilot, passing the word to the battlefield
commander, passing the word to the smart bomb
(sometimes enroute) Seeing, Hearing, and Passing
the word happens in nanoseconds.
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OUR LABS
EW SUITE
RADAR
Network
Pt Mugu Ranges
FLIR
Reconnaissance
China Lake Ranges
Access to open air range Existing range target
set Full scale Hi-fidelity simulation of
aircraft Real, live targets Efficient Cost
saving Effective Non-intrusive testing
Actual F/A-18 avionics, computers, sensors, and
controls
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QUICK FLEET RESPONSE
In Afghanistan, the Fleet needed to
simultaneously carry both a weapon to attack
caves and a weapon to attack troops in the open.
We provided a software solutionin 20 days.

• In Kosovo they needed reconnaissance. We pulled
  a new system forward and deployed it in less than
  4 weeks

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F/A-18 IPT MISSION

• MISSION
• To improve the warfighting capability of the
  F/A-18 as a weapon system for the Navy, Marine
  Corps, and Foreign Military Customers
• Transforming an operational need into a
  description of system performance parameters
• Developing a system configuration through the use
  of an iterative process of definition, synthesis,
  analysis, design, test, and evaluation
• Integrating technical parameters and ensure
  compatibility of all physical, functional, and
  program interfaces in a manner that optimizes the
  total system definition and design
• Integrating reliability, maintainability, safety,
  survivability, and human engineering, into a
  total engineering effort to meet cost, schedule,
  and performance objectives

BY
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Continuous Improvement
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Improvement Goals

• We want
• to improve the way we do business
• an organization thats growth is driven by
  understanding our capabilities
• our evolution to be planned, thought out and
  meaningful
• to take our Big, Hairy Audacious goals and
  decompose them into smaller, achievable chunks
• communication, understanding and commitment at
  all levels based on participation

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Timeline
Seven Habits of Highly Effective People
Training Organizational Effectiveness
Training/Cycle ALL HANDS
Meetings
1999
Organizational Effectiveness Surveys
2000
High Performance Organization Training Strategi
c Customer ValueAnalysis Process
2001
2002
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Timeline

• Seven Habits of Highly Effective People Training
• Strategic Plan
• Organizational Effectiveness Cycle
• Organizational Effectiveness Survey

1999
F/A-18 is a complex, demanding environment

• We wanted team members to
• Establish effective habits at the personal,
  interpersonal, managerial and organizational
  levels
• Balance work and home life
• Understand the organizations mission, values and
  future plans

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Timeline

• Built to Last focuses on
• Timeless core values and an enduring purpose
• Continuity and Change

• Built To Last
• ALL HANDS Meetings

2000

• ALL HANDS Meetings used to communicate
• Successes Plans
• Risks Issues
• Questions from the team

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Timeline

• HPO
• Not just for management involves the entire
  organization
• Techniques for building, improving, and
  sustaining
• Understanding stakeholders and relationships

• High Performance Organizations
• Strategic Customer ValueAnalysis
• Organizational EffectivenessSurvey

2001
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Organizational Effectiveness Survey
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Organizational Effectiveness Survey

• Highest Scores
• The People
• Are honest
• Willingly assist and serve
• My Manager
• Allows me to be responsible for any actions
• Does not try to manage every detail of everyones
  job
• Shared Mission
• Individual rights are respected (i.e., no
  discrimination, sexual harassment, etc.)
• We make a significant contribution to society

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Organizational Effectiveness Survey

• Trends in the most improved scores
• Trust in top management
• Positive corrections
• Timely decisions and clear authority
• Clear process to provide suggestions to top
  management
• Biggest improvement (other than above) 20
• I have confidence in the future of the
  organization

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Organizational Effectiveness Survey
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Organizational Effectiveness Survey

• Trends in the virtually unchanged scores
• Understanding the needs of the customer
• We are organized effectively to meet the needs of
  the customer
• We have an effective process for monitoring
  customer satisfaction
• Customers are provided with superior quality and
  value
• Strategic Customer Value Analysis (SCVA)
  addresses these issues

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Timeline
Lots of effort and involvement by all levels of
the organization

• 48 volunteers for SCVA analysis
• 1000 observations regarding updated
  strategiesand tactics
• 4 volunteers assessing comment themes
• 42 volunteers for 7 Strategic Implementation
  Groups (SIGs)
• Updated Strategic Plan to be released 4-6 weeks
• Tactical Plans to be implemented in July

• Strategic Implementation Groups
• Updated Strategic Plan
• Tactical Plans

2002
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Timeline Summary

• Seven Habits of Highly Effective People Training
• Strategic Plan
• Organizational Effectiveness Cycle
• Organizational Effectiveness Survey

1999

• Built To Last
• ALL HANDS Meetings

2000

• High Performance Organizations
• Strategic Customer ValueAnalysis
• Organizational EffectivenessSurvey

2001

• Strategic Implementation Groups
• Updated Strategic Plan
• Tactical Plans

2002
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SCVA Approachfor Updating theStrategic Plan
SCVA Approachfor Updating theStrategic Plan
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Vision to Performance Team Structure Summary
SCVA Team
SCVA Part I
SCVA Part II
UpdatedStrategies
Theme Team
Gather Comments
IdentifyThemes
UpdatedStrategies
Strategic Implementation Groups
Assess/DevelopTactics
DetermineTactics for Implementation
DevelopImplementationPlan
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Initial SCVA

• SCVA process
• State of the AWL brief
• Small groups assigned to each area
• Stakeholders
• Beneficiaries
• Food Chain
• Partners
• Competitors
• Each group looked at
• Our impact on them/Their impact on us
• Strengths/Weaknesses
• What we know about them/What they know about us
• Gap Analysis/Opportunities
• Constraints/Threats

Solicited vertical slice of organization via
e-mail and during HPO training
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Sample SCVA Data
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Sample SCVA Data
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Sample SCVA Data
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Sample SCVA Data
Workforce
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Sample SCVA Data
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Draft Strategies

• Based on gathered SCVA Data
• Eight strategies were updated
• Potential tactics were identified to assist in
  understanding the intent of each strategy
• Comment Process
• A database for collecting comments was created
• BD briefed SCVA status to All Hands and desire
  for comments
• Updated strategies were distributed for review
  and comment throughout the AWL
• Met with AWL teams to solicit comments

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Comments Database
Select desiredstrategy button
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Comment Database Layout
Need to scrollbottom of form
Enter Strategy Comments
Enter Tactic Comments
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Comment Database Layout
Rank tactics
Record any ideas for differenttactics
General comment regardingstrategy
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Comment Consolidation

• Small team of 4 reviewed all 1000 observations
  for themes
• Themes were identified per strategy, tactic and
  across strategies
• Examples
• Team members needs to see how they fit into
  these strategies--what is their role?
• People need to see themselves in each
  strategy--put people aspect into the individual
  strategies
• Strategies titles should be present, active
  tense
• A large number of the comments were really
  tactics

Solicited vertical slice of organization via
e-mail
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Updated Strategic Plan

• Team proposed wording changes to the strategies
  and removal of one strategy
• Updated strategies were distributed via e-mail
  and placed on a server for one last review
• E-mail message seeking volunteers for Strategic
  Implementation Groups (SIGs)
• E-mail update once SIGs initiated and Strategic
  Plan being printed

Teammates,I have good news to announce. We have
come to conclusion wrt our Strategic Plan for the
next couple of years. The chosen strategies for
making the AWL "Built to Last" are listed below.
We have several teams of folks off working the
tactical planning, or methods from which we will
execute the strategies and make them come to
fruition. The Strategic Plan is off to the
printers and we should have printed copies in a
month or two. In the meantime, I want to
distribute the strategies so that we all can be
thinking about them and how to make them
reality.VRBD
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SIGs

• SIG Objectives
• Seven SIGs addressing each strategy
• The SIGs are
• Reviewing recommended tactics for each strategy
• Identifying any additional tactics
• Assessing and ranking tactics
• Helping figure out how to make the tactics happen
• Identifying risks and issues
• Developing a reporting and monitoring process to
  ensure implementation of the appropriate and
  agreed upon tactics.
• Final product is implementation plan

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SIG Teams
Effectively Integrate Warfighting Capabilities
Team Rick Howell, Scott Quackenbush, Karl
Zeller, Pete Lindstrom, Chris Cox
Build On Our Process Foundation Team Melissa
Jenkins, Chris Pellett, Mary Lorber, Kelly
Mathews, Mary Kus, Chris Cox
Promote Strategic Communications Team Heather
Burnett, Mary Flatman, Kelly Boss, Phelps
Terheun, Charles Bechtel
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SIG Teams
Deliver Integrated Customer Solutions Team Kevin
McCormick, Harlan Kooima, Linda Lou Crosby,
Sharon Juarez, Dan Larson
Strengthen F/A-18 Multinational Capability
Team Patty Wharton, Rich Schaffer, John Odoms,
Richard Villa, Carl Hall, Charles Bechtel, Cyndy
Bradley
Employ Flexible Release Cycles Team Jim
Herriman, Dian Katzenstein, Al Hess, Debra
Heflin, Peggy Saucedo
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SIG Processes

• Each SIG has their own personality
• Some groups brainstormed issues before coming up
  with tactics
• Tactics from previous SCVA groups may require
  explanation before assessment
• Many groups wanted tactics categorized and
  consolidated prior to assessing them
• At least one group skipped the assessment once
  tactics were categorized and consolidated
• Pay careful attention to arranging meetings,
  collecting and updating data

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Sample Tactic Assessment
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SIG Processes

• SIG member votes determined the tactics to try
  and implement
• Implementation Plan Template was used by all
  groups
• Some tactics were dropped once the group began to
  work implementation
• One SIGs top tactic was also being worked by
  another process improvement group. Groups were
  brought together to prepare recommendation/impleme
  ntation plan
• Tactic titles do not necessarily reflect
  implementation plan
• SIGs told that not all tactics may be implemented
  at one time. May do a few, then add additional
  tactics as we can sustain them

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SampleImplementationPlan
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SampleImplementationPlan
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SampleImplementationPlan
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SIGs

• All 7 groups nearing completion on implementation
  plans
• Groups meet with FOG (Front Office Group) late
  June to
• Explain why the tactics were selected
• Present plans
• Answer questions
• Prioritize tactics or tasks within an
  implementation plan
• Groups expect to make any final updates to
  implementation plan based on feedback

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Next Steps

• Execute Implementation Plans
• As defined by SIGs

Questions??