2010 aviation weekmromarketing.aviationweek.com/programexcellence/files/2010/sys lvl prod... ·...

2010

Aviation Week Program Excellence Award Submission

F-15SG Program

Boeing Defense, Space & Security (BDS)/F -15SG (Singapore) Program

2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

I. Program Overview

Organization Name/Program Name:

F-15SG (Singapore) Program Boeing Defense, Space and Security (BDS)

Your Name/Position/Contact information – E-mail, Phone

Mr. Roger Besancenez Vice President, F-15 Program [email protected] 314-234-1762

Customer: Organization/Name/Position/ Contact information

Republic of Singapore Air Force (RSAF) BG Ng Chee Meng, Chief of Air Force 65-6768-3046

Program Category System level Production/Sustainment program or project Program Background: What is this program all about? (No more than one page). Describe: Ø The overarching need for

this program Ø History of the program Ø The product that is created

by this program Ø Scope of work – original &

updated Ø Expected deliverables Ø Current status of the

program

Singapore continuously explores opportunities to modernize and transform its air force. In late 2001, Singapore initiated the Next Fighter Replacement Program competition to evaluate and procure a new, high-end fighter for the RSAF. Singapore’s program required bidders to provide management and technical information through a rigorous process that evaluated essentially all tactical aircraft in production around the world. Through technical and live-fly evaluations, Singapore reduced the field of competitors from six, to three, and eventually to two finalists. In 2005 the F-15SG was announced as the competition winner.

Representing a “first” for the F-15 Program, the F-15SG integrates an Advanced Electronically Scanned Array (AESA) Radar with an Advanced Electronic Warfare System (AEWS) and other complex systems. By exploiting these leading-edge technologies, the “Next Generation RSAF” will deliver world-class air power to Singapore’s armed forces.

Program definition, development and production began concurrently which posed many challenges, but was necessary to achieve on-time delivery of the first aircraft in Nov. 2008. The program also developed and delivered associated support systems, as well as an innovative Performance Based Logistics (PBL) program. This PBL program encompasses training and training systems, technical data, support equipment and spare parts at two F-15SG bases, one in the U.S. and in Singapore.

Currently, the RSAF’s F-15SG training operations with the USAF are ongoing at the U.S. base and the initial cadre of operational aircraft, aircrews and maintenance technicians are in-place in Singapore. Aircraft deliveries remain on or ahead of schedule and the PBL program is fully functional, delivering spares and support at both bases.

Boeing Defense, Space & Security (BDS)/F 15SG (Singapore) Program


II. 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?

The F-15SG is a critical component to Singapore’s quest to provide for its own defense and contribute to the peace and stability of the region.

Singapore is extremely thorough in its evaluation processes. As such, they are a “reference customer” that other buyers look to for exemplary program management tools, techniques, and product selection criteria.

The U.S. and Singapore have common regional and worldwide interests that support strong security arrangements between the two nations. By cooperating on defense programs, both nations assure their strategic interests are aligned and defense programs are interoperable. To that end, the F-15SG has strategic importance to both Singapore and U.S. Security Assistance Agencies. Establishing a node of support for U.S. defense products in Southeast Asia benefits both nations.

The F-15SG will: • Strengthen Singapore’s national defense posture; • Further reinforce US-Singapore relationships; • Enhance interoperability of U.S. and Singapore

military forces; • Create an advanced baseline and technologies for

future F-15 programs; and • Demonstrate the superiority of the F-15 as a

world-class multi-role fighter aircraft The F-15SG is an advanced weapons and sensor

platform, integrating a newly designed state-of-the-art AESA and AEWS, delivered for the first time internationally on any fighter aircraft. In addition, this program relied on Lean principles and technology upgrades to advance a range of manufacturing technologies to meet a compressed delivery schedule. Laser projection assembly methods, Flex Track drilling, contour drilling machines, advanced technologies for assembly techniques, model- based work instructions and assembly pulse lines have all matured through this program’s investments.

The primary means of supporting the F-15SG is the PBL program. The unique PBL strategy stresses speed and responsiveness rather than infrastructure and inventory to provide cost-effective support of the fleet. Fleet standards are supported and the F-15SG system is sustaining world-class readiness.

Like all Boeing programs, The F15SG Program utilizes the established Boeing Program Management Best Practices (PMBPs) to ensure successful execution.



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

Using the Boeing PMBP of “Create and Review Business Plan” the F-15SG Program developed an integrated business plan that includes strategies, SWOT analyses and strategy-to-action plans. For example, Boeing analyzed Singapore’s requirements and organizational needs through a disciplined series of working and executive-level workshops and reviews. A parallel assessment of the competitive landscape yielded quantitative and subjective analyses of the F-15SG’s advantages and disadvantages, which the team used to develop the overall program strategy. This strategy directly supports Boeing’s defense unit’s plan to extend core businesses through international growth. Progress in strategy-to-action is tracked. Progress to goals are measured through additional sales, customer satisfaction surveys and program performance measures.

Strategic: Requirements Management – How do you define, revise and control your requirements?

F-15SG requirements consist of an established F-15 baseline plus many complex system developments unique to the F-15SG. The F-15SG was the first F-15 program to utilize the Boeing standard requirements management tool, Dynamic Object Oriented Requirements System (DOORS) to revise, control and fully trace requirements from the highest levels of the program through the lowest level of supplier procurement specifications. The outcome of this effort was a well-defined and managed set of requirements that were complete, allocated properly within the program, and verifiable. These specifications can be used by future F-15 programs as an established requirements baseline.

Strategic: Systems Engineering – Describe your systems engineering planning and management processes.

The F-15SG Program developed a disciplined approach based on the Systems Engineering “V model,” to identify and allocate requirements to various parts of the system. This model defines a top-down, bottoms-up approach that emphasizes the close relationship between the requirements decomposition process and the integration and verification conducted to prove that the design fulfills the requirements. The Systems Engineering Process (SEP) is comprised of four iterative activities: 1) Requirements Analysis; 2) Function Analysis; 3) Configuration Synthesis; and 4) System Analysis, Control and Evaluation. The SEP is used to develop each component of the aircraft systems, subsystems, hardware items and software. The SEP is repeated at concept definition and development, preliminary and detailed definition, first article, production, operations, and support. The F-15SG Program established a team to manage the SEP and document a “how-to” framework in



the program’s Systems Engineering Management Plan (SEMP). The SEMP includes technical and risk management, requirements verification and allocation, integration of specialty engineering, data and configuration management, and hardware and software integration tasks.

Strategic: Opportunity Management - Describe how your program identifies opportunity and manages this opportunity.

The F-15SG Program has implemented the Boeing PMBP of “Risk, Issue and Opportunity Management”. All F-15SG program members, as part of their daily work, are empowered to identify situations or prospective events that have a realistic likelihood of occurring and have potential to lower cost, improve quality, improve technical performance, or improve schedule. These opportunities are captured in the Boeing Opportunity, Risk, and Issue System (BORIS), which is an online, interactive database, available to all program members. The F-15 Risk Review Board reviews all opportunities and assigns an owner to develop the capture plan to ensure its successful execution. Opportunities and status of capture plans are reviewed weekly at Program Management and IPT meetings.

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

The F-15SG Program has implemented the Boeing PMBPs of “Integrated Plan” and “Integrated Schedule”. The F-15SG Program Manager leads the Integrated Product Teams (IPTs), Production Operations, Supplier Management, Product Support managers and program planners to create a fully networked, resourced and integrated schedule using information contained in the Integrated Master Plan (IMP) and Work Breakdown Structure (WBS). The aircraft, production and support schedules are linked to ensure all operations work from the same planning baseline. Weekly Program Management Meetings (PMMs) afford managers, the IPTs, and senior leadership the opportunity to review program performance using Earned Value Management (EVM), supplier performance, critical path, risks, issues and opportunities, technical performance, leading indicators, and to identify help needed. The F-15SG Program also incorporates online tools that allow managers to capture real-time daily progress for cost and schedule performance, Technical Performance Measurements (TPMs), data submittals, action items, and risks and opportunities. A closed-loop corrective action process is utilized to make any changes necessary to keep the program on track

Operational: Supply Chain Management -- What processes, tools and relationship-building methods have you used to develop,

Processes: The F-15 Supply Chain Management (SCM) organization is responsible for managing more than 20,000 individual part numbers accounting for more than 65 percent of the aircraft cost. The F-15SG Program utilizes



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.

the Boeing PMBP of “Supplier Integration” which recognizes the importance of supplier’s role in the success of any program. For example, procurement agents and Supplier Program Managers, embedded in the IPTs, act as a liaison between Suppliers and the IPT and are key to successful supplier performance.

Tools/Metrics: The Boeing Enterprise Supplier Tool tracks delivery, quality, customer satisfaction and affordability for the entire supply base and provides visibility into the performance of each supplier. Robust Root Cause Corrective Action is used to resolve quality and delivery issues. A Supplier Assessment and Engagement Plan provides additional focus on suppliers that are strategically important, high-risk, or poor performing. The implementation of Consumption Based Ordering, a Just-in-Time process, also contributes to on-time delivery and Past Assembly Start Date (PASD) improvement. Working with a global supply base and improving our internal processes, quality and delivery performance improved to 98.5 percent and 99.5 percent, respectively, in 2009. PASD performance has improved by 50 percent, and aircraft lead time has been reduced 20 percent.

Relationship-Building: Boeing’s Global Supply Chain is a key stakeholder to aircraft production. F-15SG suppliers provide critical structural components such as wings and forward fuselage. Boeing encourages partners to embrace Lean concepts and deploys Lean experts for direct support at supplier locations around the world. Monthly Supplier Conferences are held to focus on key initiatives. In addition, F-15 Engineering and Supplier Management personnel visit key suppliers at least annually, travelling monthly by region, as applicable. The program has also held a Supplier Quality rally to bolster open and honest communication, a key factor in the program’s continuous improvement.

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?

The Systems Engineering process described earlier provided a detailed set of requirements which were assigned to IPTs. The IPTs developed a solution set and accepted responsibility for design performance and lifecycle impacts. Joint (Singapore, USAF and Boeing) Systems Requirements Review, Preliminary Design Review and Critical Design Review were conducted at each design phase to review the solutions. As design changes occurred, DOORS implemented, tracked, and validated final design compliance. System testing confirmed the requirements met the performance specified from the lowest to the highest level of system requirements.



Finally, the Systems Verification Review used DOORS to document evidence of system performance and compliance with the requirements.

Operational: Risk Management - Describe the processes used to identify risk and avoid future/potential issues or risks.

The Boeing PMBP of “Risk, Issue and Opportunity Management” identifies potential risks, analyzes risk severity, assesses risk handling options, develops risk mitigation plans, and monitors risk status. BORIS is the standard tool utilized to support the risk management process. The BORIS system is able to independently control risks originating from within Boeing, a supplier, or Singapore. All candidate risks are categorized respectively as a technical, schedule, or cost risk, and risk mitigations are reviewed during the weekly F-15SG PMM and the monthly F-15 Risk Review board.

Team Leadership: Team Spirit and Motivation Describe how you created your team spirit and culture, and accomplished full team integration and team member motivation.

The F-15SG Team’s motivation is linked to program successes and realization of personal goals. The F-15 program has brought in new programs such as the F-15SG through the team’s innovation and perseverance.

Following the PMBP of “Program Communication” the F-15SG program documented an internal and external communication plan to communicate key messages to customers, team members and suppliers using a wide variety of methods such as newsletters and “Town Hall” meetings. The program ensures all team members, both internal and external to Boeing, 1) understand how their tasks and personal rapport contribute to achieving program goals, 2) have visibility of performance, and 3) have a way to raise concerns and get a response to those concerns.

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.

Through the use of established Boeing PMPB’s, the program started operations with a solid foundation. Lessons learned throughout Boeing are documented in functional organizations and are imparted to the program at every stage. For example, the Program Management function has a monthly “Good Examples” meeting that anyone can join to review/share good examples from different programs. In addition, the INSITE tool is used for interactive online real-time sharing and networking which provides a resource for capturing and accessing lessons learned. Visits to other sites allow program personnel to collect lessons learned from other Boeing programs at various stages of maturity. Non-advocate reviews by process and subject experts ensure the best and latest processes and practices are in use.

Team Leadership: Leadership Development How do you develop team’s skills and build future leaders

The F-15SG Program embraces diversity of thought as a strong program execution discriminator. Developing team member skills and future leaders is a cornerstone of Boeing success. All F-15 team members create a personal



development plan that establishes a roadmap that combines career training, goals and special job assignments that enable an individual to move toward their goals. F-15 leaders participate in Program Management workshops, Defense Acquisition University programs, and Boeing’s Internal Rotation Programs. In addition, the F-15 program supports the Employee Involvement program, which enables individuals to lead work teams.

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.

Large-scale system development integration into a production program is a complex and risky task. To address this, the F-15SG program established the next practice of holding a joint review with the customer during the competitive phase. By reviewing Singapore’s requirements early, both Boeing and Singapore established a solid understanding of the interrelationships of the aircraft, support and operations of the entire program.

The PBL program transfers the risk to Boeing to identify and deliver the range and depth of spares quantities to support RSAF fleet readiness requirements. The F-15SG program established a next practice for the management of PBL programs. By leveraging engineering, suppliers, and USAF reliability data the program is able to accurately forecast and establish a reliable supply chain focused on aircraft readiness. The F-15SG program supports the PBL at the two main operating bases through supplier commitments with lay-in repair parts, transportation partners, and the use of local industries familiar with Singapore import/export requirements.

IV. ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM’S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program’s Market Uncertainty level – - 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.

Competing and winning against the world’s most capable fighters is a high stakes, winner-take-all proposition that requires a superior and unique product to compete and win. The F-15SG program addressed this by infusing state-of-the-art technology such as AESA Radar and AEWS into a derivative of the legendary F-15E platform. The F-15SG represents a transformational force for the RSAF and enhances the ability of the service to provide air superiority and surface attack for Singapore and the region.

The F-15SG program established credibility, followed through on commitments and offered high-quality, high-capability products, to not only win the initial competition, but also earn follow-on orders.

Identify the Program’s Technological Uncertainty using the definitions below. Then describe how you deal

The Technological Uncertainty of F-15SG design is medium and high. The F-15SG includes substantial changes and upgrades to aircraft structure, components, and



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.

systems. These changes incrementally improve the product from prior configurations and are engineered, integrated, verified and validated. Medium technology changes are derived from proven applications and best practice approaches within Boeing and its suppliers.

New system components posed demanding requirements for the baseline design and are deemed high technology. These include the world’s first international AESA radar, AEWS, and Environmental Control System, which required substantial development, integration, and testing to ensure compatibility with existing equipment. New systems integration test facilities validated engineering requirements and inter-system operability. To address the technical uncertainty the new systems were flight tested to validate required performance levels. Flight acceptance tests and a comprehensive delivery inspection and acceptance procedure provided final evidence of performance.

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 F-15SG is classified as a system inclusive of the airframe, avionics, mechanical, environmental, electrical, hydraulic, mission systems, software and crew systems. The complexity is high with more than 50,000 major parts and systems manufactured to exacting specifications and integrated into one aircraft. System complexity is first addressed at the IPT level, where each team owns the design, development, procurement, delivery and integration of its assigned product throughout the lifecycle. Processes, training, and tools are developed and deployed across the IPTs from functional organizations to ensure consistent practices are implemented. Integration across teams is jointly managed through functional managers (engineering, finance, test, and others) and program managers.

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

The F-15SG program functions in a Fast/Competitive environment. While clearly competitive at the outset, with six contenders in the initial field, it remains competitive throughout the program’s lifecycle. Program performance ultimately determines Singapore’s satisfaction and becomes key to future sales and market campaigns. An Integrated Master Schedule is used throughout development and production phases to track program commitments. A Joint Program Management Review is held semi-annually to status the program and adjust to changing demands.

Critical events included alignment of aircraft availability for training, ferry of aircraft from the U.S. to Singapore, and the establishment of support in both countries. These events and their interdependencies are typical of the large-scale system integration required to maintain an effective



program and meet Singapore’s expectations. Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and how you address them.

Compliance with U.S. and Singapore export and import laws is crucial to the integrity of the USG, and to Boeing as one of the largest U.S. exporters. An Export Focal is assigned to the F-15SG program and an Internal Control Plan is developed for each export authorization. An Export Data Release Process was developed, utilizing subject matter expert Data Flow Managers. To facilitate real-time data availability, a Singapore accessible web-based system was developed with security measures in-place to prevent unauthorized access to non-releasable data.

V. METRICS (HOW DO YOU MEASURE PROGRAM’S PERFORMANCE) = 30 POINTS 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 F-15SG Program uses a Customer Satisfaction Index / Process to understand, measure, and improve customer satisfaction for both performance and relationship excellence. Feedback is received from Singapore in the form of direct comments and also in subjective, indirect forms. An annual survey measures the degree of customer satisfaction, as well as solicits comments and suggestions for improvement. The PBL program is assessed informally every quarter and formally each year. Measures including fleet readiness, award fee and on-time deliveries as well as customer feedback from surveys are tracked and scored monthly in a Customer Satisfaction Tool. The tool creates monthly stoplight metrics that indicate the level Boeing is meeting customer expectations and areas for improvement.

Performance - How do you measure your program’s performance in traditional terms such as schedule, budget, requirements, and business results?

Boeing’s certified Earned Value Management (EVM) system provides detailed reports on development, production, delivery, and support costs and schedules. Managers use the SEP and Technical Performance Measures (TPMs) to manage both performance and risk. Through the use of EVM and TPM systems, along with the Risk Management process, the F-15SG program measures, manages and controls overall program performance. Business results are measured against the Program Long Range Business Plan. Monthly forecast reviews predict how current performance will meet program business goals. PBL Performance Metrics include aircraft availability rates and demand fill rates which are monitored daily.

2010 Criteria Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec FLEET READINESS AWARD FEE On-Time Deliveries

50% 2010 Criteria Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

External Customer Survey (PMC-Qualitative) Program Manager Survey

50% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Indicators Relationship Measure

2010 Criteria ALL INDICATORS

F-15 SINGAPORE Performance IDS

Performance Measure Relationship IDS



Preparing the Future - How do you measure and assess the long-term contribution of your program to the corporation/organization?

The F-15 Program sustains 2,200 Boeing and more than 56,000 jobs across the supply chain. It provides business base to the site, enabling other Boeing programs to be more competitive while providing opportunities to grow and develop future leaders. F-15SG technology advancements improve the combat relevancy of the F-15 and open the door to additional sales to continue the production line. Solid performance of the F-15SG program generates earnings and cash to help fund other company investments.

Team – How do you measure and assess the impact of your program on your team development and employee satisfaction?

An annual employee survey and embedded employee engagement score are utilized to determine employee satisfaction. The employee engagement score identifies an empirical correlation of increased satisfaction, motivation and increased employee productivity. An Employee Survey Action Plan is developed to address targeted areas. Employee participation in the survey is exceptional for the F-15, with high employee satisfaction scores.

Unique Metrics - Describe any unique metrics you are using to measure your program’s progress and focus it for outstanding success

The F-15SG Program developed a unique practice of using a stoplight chart to reflect Key Performance Indicators (KPI). Behind each KPI is a metric that measures program progress. This enables the program manager to quickly identify areas of concern.

Technical Performance Measures (TPMs) are a project

control metric that allow continuous verification of the degree of achievement of technical parameters. A software application ‘TecView’ provides graphical status of TPMs. F-15SG Quick Look Report - TPM

Program SL Parameter [Spec Value] Status (Meas Type) Margin Var

F-15SG xx xx xx xx xx

Boeing and RSAF asset managers use Boeing’s Total Asset Visibility system to manage aircraft status and parts inventories. Data is automatically feed into metrics that measure and provide a real-time graphical representation of performance through the PBL Dashboard.

F - 15SG Singapore Stoplight Chart Issues EAC

Analysis Cost Schedule Staffing Quality TPM &

PBL Supplier Risks &

Opportunities Help Needed

F - 15SG Singapore Stoplight Chart Issues EAC

Analysis Cost Schedule Staffing Quality TPM &

PBL Supplier Risks &

Opportunities Help Needed

Hours Dollars Risks Opportunities Hours Dollars

2010 aviation weekmromarketing.aviationweek.com/programexcellence/files/2010/sys lvl prod... ·...

Documents