f-35_2004_year-in-review

8/7/2019 F-35_2004_Year-In-Review

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F-352004

United States

United Kingdom

Italy

The Netherlands

Turkey

Canada

Australia

Denmark

Norway

Year in Review

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RISING TO THE CHALLENGEby Robert Elrod

F-35 JSF PROGRAM MANAGER LM AERO EXECUTIVE VICE PRESIDENT

and Tom BurbageF-35 JSF PROGRAM INTEGRATION MANAGER LM AERO EXECUTIVE VICE PRESIDENT

F-35 Joint Strike Fighter is the most complex ghter program ever undertaken. Amid such complexity, seriousissues can arise with remarkably short notice, asdemonstrated in 2004. More remarkable, however, hasbeen our team’s immediate and unequivocal responseto adversity. The imposing technical challenges of 2004have revealed our collective ability to resolve, overcomeand move on. Such character has helped us lay a strongfoundation for 2005.

The F-35 team ended 2004 with great condence, but the outlook was not always upbeat.By February, dark clouds were gathering, and it was clear that the team was sailing intostormy technical waters. As detailed design progressed, weight estimates from early inthe design phase were found to be overly optimistic. Program leadership was soon faced with the grim reality that the short takeoff/vertical landing (STOVL) variant would need to lose as much as 3,000 pounds to meet performance requirements. This was a sobering

development, and there were more than a few who said that a x was either impossibleor too expensive and time-consuming.

To get the weight out, you do it the old-fashioned way: through hard work and sweat.Program leadership wasted no time in forming a specialized team of 500 engineers and managers, the STOVL Weight Attack Team (SWAT), with the single-minded purposeof hauling the aircraft back into its required-performance envelope. The SWAT attacked weight issues with intellectual ferocity and an open mind to suggestions from acrossthe program. Motivation from program management, customer support and guidance,and the dedication of thousands of individual team members helped the SWAT identifya design path to a STOVL F-35 that meets or exceeds its performance requirements.The team not only excised more than 3,000 pounds of unwanted estimated weight, butalso improved structural integrity, optimized load paths and brought greater efcienciesto the overall aircraft. Propulsion engineers, meanwhile, made adjustments to theF-35B’s auxiliary engine inlet and exhaust nozzle to improve thrust by more than

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600 pounds without making changes to the engine itself or the way it operates. All of thiswas accomplished in about six months – far shorter than anyone had predicted. Because of their shared basic architecture, all three F-35 variants will benet from the SWAT-generated design enhancements. A combination of very hard work by very smart people has put theF-35 on schedule for rst ight in late 2006.

A program replan was required to ensure that the design improvements were implemented efciently and on a realistic timetable. In October, the Defense Acquisition Board met and recommended approval of both the design upgrades and the replan. The updated schedule

shifted program milestones about one year beyond their original dates.As the SWAT closed in on the solution for an optimized F-35, assembly activities for the

rst test aircraft – a conventional takeoff and landing (CTOL) F-35A – were shiftinginto high gear. By the end of 2004, the wing structure was complete and the forward

fuselage’s composite skins were attached at Lockheed Martin’s Fort Worth,Texas, plant. Northrop Grumman in Palmdale, Calif., started manufacturing

the center fuselage and, by year’s end, was closing in on completion of themajor mate of the upper and lower assemblies and the start of hydraulic,fuel and electrical systems installations. At BAE SYSTEMS’ newF-35 plant in Samlesbury, England, the empennage was well under wayand taking shape as 2005 approached. Northrop Grumman and

BAE SYSTEMS will ship their completed subassemblies to Fort Worthin late spring, and nal assembly will commence shortly afterwards.

2004 also was the rst year in which companies from every one of thenine F-35 partner countries were under contract for program work. With low-

rate initial production set to begin in 2007 and full-rate production in 2014,the industrial pie will get much bigger. Because of the program’s expansivescale, the potential economic benet for all F-35 partner countries continues tobe extraordinary. Meanwhile, work is ongoing at the government level to easetechnology-transfer restrictions while protecting sensitive or classied U.S.technologies. Such modications of existing regulations will ensure that our alliesare able to produce the F-35 systems and components that their contracts require,while enabling them to operate and maintain their F-35 aircraft without difculty.

The following report details some of these issues, other key accomplishmentswithin the program’s Integrated Product Teams, and the challenges laid out for us as2005 unfolds. This year, we are especially focused on completing the program replanand staying on track for the rst ights of our test aircraft. We are also dedicated to remaining on schedule for our Air System Critical Design Reviews and our low-rate initial production contract awards. That commitment extends to nalizingthe concept of operations for F-35 Global Sustainment, as well as improving theprogram’s horizontal and vertical integration.

Lest we forget, each milestone represents another step toward a eet of advanced and affordable stealth strike ghters with capabilities that are simply unavailable incurrent-generation aircraft. Our progress sometimes seems small and incremental

from day to day, but we are always aware that our ultimate responsibility is enormous:the long-term security of the United States and much of the free world. We areunconditionally committed to doing our part.

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The Air Vehicle team faced – and resolved – many signi cant challengesin 2004. The STOVL Weight Attack Team (SWAT) was created and led amassive assault to reduce the weight of the aircraft by more than 3,000 pounds

and improve the propulsion system’sinstalled performance. The Air Vehicleteam successfully integrated theseSWAT-driven ideas into the STOVLcon guration, yielding an optimized aircraft design.

The replan allowed the entire team to pull together,taking a largely complete con guration through a redesigneffort – in an astonishingly short time frame. Adding to thecomplexity of this task, the Air Vehicle team maintained focus on conventional-takeoff-and-landing (CTOL)design commitments. Understanding the need to sustainmomentum through a number of important developmentmilestones, the Air Vehicle team was up to the challenge,working signi cant amounts of overtime for a prolonged period of time.

Vehicle Systems’ software and hardware integrationbegan in 2004, moving toward the F-35 “Power On”milestone in September 2005. Other key software-related reviews were conducted in 2004. The Mission Systems

and Vehicle Systems Critical Design Reviews were both

Bobby WilliamsVICE PRESIDENT,

F-35 JSF AIR VEHICLE DEVELOPMENT

completed in March. Another key milestone was reached in August, when the Vehicle Systems team achieved hardware-in-the-loop simulation in the Vehicle SystemsProcessing/Flight Control System Integration Facility. Thisfacility provides an integration test bed for our subsystemhardware and software prior to ight release. To reachthese challenging goals, all team members worked toward a common vision with the same Guiding Principle:

Expect the Exceptional!Many of the key 2004 targets, commitments and

milestones were being achieved even as new tools,software models and processes were being de ned throughlessons learned from legacy programs. Continued focus onproviding team members the best tools possible is essentialfor Air Vehicle’s integration efforts planned in 2005.

The scale of the JSF program is what separates it fromevery other legacy program. Our team, which consistsof the best and brightest within the aerospace industry,recognizes the scope of effort that lies ahead and has

laser-sharp vision on the hardware, software and system-integration tasks for 2005.

2004 was a year of transition for the F-35 Air Vehicleteam. Our focus on short-takeoff/vertical-landing (STOVL)weight reduction has been very successful and promises toyield bene ts to both the CTOL and carrier variant (CV)aircraft con gurations. 2005 brings a new set of challenges,as we build and integrate the software that breathes life intothe F-35 aircraft. Building on the successes of 2004, our team remains vigilant in its day-by-day quest for awlessexecution of program tasks and milestones for designing ahighly effective and affordable ghter.

Air Vehicle

Development

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F-35 full-scale pole model testing.

Electrohydrostatic actuators in theVehicle Systems Integration Facility.

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This will permit technicians to meet the aircraft with allthe necessary consumables, tools, people and spares toturn the aircraft quickly for its next sortie.

The year 2004 was outstanding for the Autologteam, operating within cost schedules and performancecommitments. The team also passed its scheduled CriticalDesign Review in April.

During 2004, there were 46 new items of supportequipment released to the manufacturing line and 49 LM Star™ Stations (depot test equipment) delivered to F-35 partners and suppliers. Additionally, the supplyservices provider, Honeywell/CAT Logistics, was selected on schedule to provide inventory and distribution services.Three Autonomic Logistics labs were up and running inFort Worth, Texas, and Orlando, Fla., working on a widerange of analyses and simulations of the Autolog systemsand serving as development environments. AutologInformation Systems selected commercial off-the-shelf tools for early implementation to support ight testreadiness and released a Fault Recording and CorrectiveAction System capability for use by reliability and maintainability engineers and suppliers.

With more than 800 students trained to date, training of personnel to support ight testing operations is on schedule.

As a result of the replan, the Autolog team participated in the assessment of tasks and costs across the SystemDevelopment and Demonstration period and worked closely with the JSF Program Of ce to develop asuccessful baseline at an acknowledged level of risk.

Customized Autolog tools were developed to enable

rapid analysis of the impact of design changes, as theAutolog team worked to support aircraft design effortsand in uence modi cations that further helped to controlcosts. A major goal of these efforts has been to satisfy theJSF Key Performance Parameters of sortie-generation rateand logistics footprint.

The U.S. Air Force and Navy approved the F-35 depotsource-of-repair process providing a strategy agreementfor allocating work among the U.S. government depots.Concepts developed for a Global Sustainment strategycontinue to be a focus for the team, including maturationof the business-case processes, performance-based logistics strategies, and partnering agreements withcommercial and government agencies.

In 2005, the Autolog teamwill continue developmentto support rst ight and the ight test program,deliver the capabilitiessupporting manufacturingoperations, and continue toprepare and plan for low-rateinitial production.

AutonomicLogistics

Development

Concepts for the support of theF-35 are as revolutionary as the ghter itself. Starting with on-aircraft systemsthat are extremely reliable, continuouslymonitored and accurate in detecting and isolating faults, the Autonomic Logistics

(Autolog) System analyzes and managesthe support operations to a level of ef ciency and effectiveness unimaginableon legacy weapons systems. Thesecapabilities are being developed throughsystems engineering methodologies toensure a comprehensive design approach.Every aspect of operations and support

is addressed as the Autolog team plansfor the life of the aircraft – from trainingpilots and maintainers, to spare parts, tointegrating the information systems for total life-cycle systems management. Theteam is essentially designing and buildingan entirely new logistics system – a major cornerstone in maintaining affordabilityfor the life of the JSF program.

Don SearlesDIRECTOR, F-35 JSF AUTONOMIC

LOGISTICS DEVELOPMENT

The F-35 operates with a suite of Prognostics and Health Management capabilities enabling accurate systemstatus and accurate maintenance tasking. Combined withimproved reliability and simpli ed maintenance tasks,fewer parts will be needed in inventory and far fewer people will be required to support the aircraft. TheF-35 contains the capability to transmit the Prognosticsand Health Management system status prior to landing,enabling preparations for services and maintenance.

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Decision-making responsibility shifted greatly as part of the JSF programreplan. The Chief Engineer’s of ce, ateam of 12 people headed by one of the original chief engineers of the JSFX-plane program, was organized for

the sole purpose of assuring technicalintegrity on the JSF program. The roleof the team is to solve technical issuesas they surface.

George LawF-35 JSF CHIEF ENGINEER

In 2004, the chief engineer – a primary problem solver – became a key member of critical decision boards, includingthe Con guration Review Board, Con guration ControlBoard and Air System Board. From this perspective, mostproposed con guration changes fell under the view of onesmall group that could deliver a fast, comprehensive response.

This had the effect of expediting and streamliningdecision making. Schedules were smoothed by faster

resolution of challenges that emerged in weight-reductionefforts. Though the chief engineer assumed duties in July2004, well after the replanning began, the program swiftlypicked up momentum toward a number of ambitious, butrealizable, goals in 2005.

These include delivering a complete layout earlyin the year and entering the build-to-package phase for the STOVL variant by the second quarter. The build-to-package phase is expected soon thereafter for the CTOLvariant. All are expected to be on track by a second-quarter Interim Design Assessment.

The creation of a new team under a seasoned chief engineer has had many tangible, positive effects. A processdeveloped through a tightly knit group has made it possibleto produce a faster measure of progress against a speci cbaseline. Team members are working with an Integrated Master Schedule that allows them to move forward withboth short- and long-term goals, and to measure baselineprogress. Many milestones lie ahead, but for 2005 the Chief Engineering team is focused on its ultimate goal: making agood technical product.

Chief Engineer

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F-35 forward fuselage.

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No member of the Systems Engineeringteam will deny that 2004 was a year toremember. Daunting challenges aroseand were achieved with the principlesthat guided the team throughout the year.A Guiding Principle – Expect the

Exceptional – helped engineers openthe door to 2005 with the realizationthat the F-35 is a far better aircraft.

The STOVL weight issues that greeted Systems Engineering at the onset of 2004 were anunwelcome component on a critical aspect of the program.

Processes and decision-making procedures werestreamlined to maximize weight reduction whilemaintaining critical technical controls. As the SWATworked, additional technical personnel were recruited tohelp develop a replan integrated with a new schedule.

The team was consoled by the fact that most of the program remained on track as weight issues werebeing addressed. Planned production operationswere being proven viable, and digital links usingdesign-to-factory links were meeting expectations – parts were emerging as anticipated.

Weight issues and signi cant fundamental con gurationchanges forced the conclusion that the air vehicle designwas insuf ciently mature to satisfy all criteria for anupcoming Air System Critical Design Review. Thus, anew culture emerged that involved establishment of newindicators of progress, directed by clearly identi ed goals for the 2004–2005 time frame. Expect theExceptional became much more than a GuidingPrinciple – it was a daily operating principle.

Systems Engineering held three pivotal offsiteconferences to set the timeline with scheduled objectives.Metrics were aligned with the processes so progress could be immediately measured. The program chose to underscorea systems engineering culture and implement rigorousdetailed technical planning to ensure greater con dence in

Matt MaxwellDIRECTOR,F-35 JSF SYSTEMS ENGINEERING

the executability of the program. Additionally, in October, theAir System Board approved a revised Systems EngineeringManagement Plan. In December, Systems Engineering held a successful review of progress made over the course of theyear with selected government Independent Review Teammembers and the JSF Program Of ce.

Entering 2005, the Capability Maturity Model Integrationis being developed and applied to F-35 to re ne processes,

track process execution and ensure a systems-engineeringculture has been integrated across the F-35 team. SystemsEngineering’s support of the SWAT bore fruit in theshape of an optimized F-35 design.

SystemsEngineering

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As the F-35 Joint Strike Fighter programcontinues on the path to rst ight in 2006,F-35 test pilots have an increased levelof involvement. The F-35 Test Pilot teamincludes members from Lockheed Martin,BAE SYSTEMS, the U.S. government

and the Royal Navy. It is signi cant thatthe government has provided pilots fromthe onset of the program.

The team faced many challenges in 2004, but all pilotsagree: the F-35 that emerged from the SWAT efforts is abetter aircraft than it was before. Part of that success canbe attributed to one of the program’s Guiding Principles – Seek To Connect – which ensured the pilots were fullyengaged in the SWAT efforts and the daunting task of redesigning an aircraft.

Pilots also worked with SWAT to assure that any designchanges did not compromise the integrity of the aircraft’soutstanding handling and maneuverability. Pilots worked with SWAT to initiate changes in the weapons bay, fuelsystems, landing gear and ight control surfaces to reduceweight while creating a better ghter. The ghter may

Jon BeesleyF-35 JSF CHIEF TEST PILOT

resemble the F-16 and F/A-18 in size, but the ordnance and fuel provide a signi cant increase in capability.

In 2004, test pilots were involved with the continuingdevelopment of the F-35’s control system, improvingthe aircraft/pilot interface and control functions. Thisincluded numerous simulations in Fort Worth, Texas, and amonthlong effort in the large motion simulation at NASAAmes Research Center, at Moffett Field, Calif., to re ne

control law design. Additionally, two evaluation periodswere completed in the vectored thrust aircraft advanced control (VAAC) aircraft in the United Kingdom. Thisis a specially modi ed Harrier used to evaluate controlconcepts for the STOVL aircraft. The NASA Ames facilityand the VAAC aircraft allow testing of the design handlingqualities in the most realistic environments possible.

The team already is developing electronic ight manualsthat describe how the aircraft operates, as well as emergencyprocedures. This effort continues with test pilot and engineering interaction across all systems on the F-35.We are completing the A-1 procedures and developingprocedures for the follow-on aircraft.

Chief TestPilot

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Assessment of boarding ladder.

Pilots have been testing helmet-mounted displaysystems developed speci cally for the F-35. Thisincludes ying in an aerobatic Pitts aircraft to evaluatehelmet weight and center of gravity effects in a high-genvironment. We are also assisting in design concepts and trade-offs for mission systems’ capabilities.

Looking ahead to 2005, the pilot team plans to complete ight manuals and nish preparations for rst ight in2006. Team members will continue to participate heavilyin the development of complex mission systems and integration issues – in a very real sense, beginning test ights before the aircraft actually ies.

Customer assessing cockpit simulator.

Inset: Customer assessing Pilot Vehicle Interface.

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With identi cation of the weightissues that led to the organization of SWAT, attention focused not only onthe airframe, but also on the propulsionsystem. All Propulsion team members – Pratt & Whitney (P&W) and the

GE Rolls-Royce Fighter Engine Team – would soon become a powerful part of a solution to what had begun as an air vehicle weight problem.

As SWAT attacked the problem from every angle,development of the propulsion systems continued onpace. The team reached a signi cant milestone whenRolls-Royce, makers of the LiftFan™ system, celebrated the opening of a new test facility in Indianapolis, Ind., in

January. The $20 million facility is speci cally dedicated to the development and testing of System Developmentand Demonstration (SDD) and production lift fans. The rst SDD lift fan initiated testing in early February, and acceptance testing of the rst lift fan to be tested with thecomplete STOVL propulsion system was nished in earlyApril. On April 7, the rst dynamic clutch engagementswere achieved at the facility, followed by the successof the rst F135 STOVL test propulsion system atPratt & Whitney’s West Palm Beach, Fla., test facility.The rst dynamic clutch engagement at idle power wascompleted on April 14.

Meanwhile, P&W and GE were continuing to developthe F135 and F136 engines to the requirements that bothhad to be physically and functionally interchangeableacross all F-35 aircraft and the JSF Autonomic LogisticsSystem. Early in January, a signi cant milestone wasreached when the F135 engine achieved the rst MaxZone 3 afterburner run. In early April, a Last BoltCeremony was held commemorating the completion of the F135 STOVL propulsion system at P&W’s West PalmBeach facility. This was closely followed by the rst SDDSTOVL propulsion system initiating testing on April 13.

Fran KetterDIRECTOR, F-35 JSF PROPULSION

SYSTEM INTEGRATION MANAGER

By April 30, P&W had measured uninstalled speci cation-level STOVL vertical thrust on the C-12 test stand in WestPalm Beach. On May 12, an F135 CTOL engine began its rst run at the Arnold Engineering Development Center in Tullahoma, Tenn., to acquire critical altitude engineperformance data.

The GE Rolls-Royce Fighter Engine Team achieved amajor milestone on July 22 by successfully ring the F136

First Engine to Test. By August 17, the F136 engine had achieved 105 percent corrected fan speed transiently threetimes to acquire engine aeromechanics data. On August 24,the team completed F-35 Program Event No. 6, theAlternate Engine Readiness Review, in Fort Worth. Thisevent demonstrated the readiness for the entry of the F136Fighter Engine Team into SDD.

Engine testing was well along when F-35 Propulsionteam members identi ed a new requirement: nd waysto increase installed propulsion ef ciency as part of theSWAT effort to improve STOVL variant short-takeoff distance and vertical-lift bring-back capability. Ultimately,the Propulsion team succeeded through a number of improvements, including optimization of the STOVLnozzle design to generate more STOVL mode thrust. As aproduct of this activity, the installed vertical hover thrustwas increased by almost 700 pounds and the short-takeoff roll axial thrust was increased by 2,800 pounds.

In addition, the Propulsion Integration Team has had avery successful and busy year starting with the completionof the F-35 Propulsion Integration Critical Design Reviewin January. Other propulsion integration testingsuccessfully completed included: full-scale inlet/engine

compatibility testing in March, STOVL low-speed wind tunnel inlet testing in May, core nozzle testing in June,up-and-away jet effects testing and static inlet testing inAugust, hot gas ingestion testing in September, STOVL inletand force moment testing in October, and a full-scale plumesurvey testing in December. The Propulsion IntegrationTeam nished 2004 by successfully completing the F-35Propulsion Integration Technical Interchange Meeting,which reviewed progress made since the PropulsionIntegration Critical Design Review in January 2004 and set the team objectives and priorities for 2005.

Moving into 2005, Propulsion engineers are now workingtoward timely quali cation of the CTOL and STOVLpropulsion systems. Challenges remain, but the successin solving weight/propulsion issues early demonstratescon dence in a replan that calls for CTOL engineinstallation in the rst F-35 ight test aircraft in January2006 and ight test initiation in the third quarter of 2006.

Government/LM

Propulsion

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If some tasks require big thinking,the Integrated Test Force directs itsfocus in a different direction . . . and thinks very small. Team membersmeasure their working world interabytes and petabytes as they integrate

instrumentation systems into the mostdensely packed aircraft ever built – onethat changed signi cantly in 2004 and challenged the Integrated Test Force tomeet requirements for what will be thesmartest aircraft in the world.

Instrumentation planning was nearing completion whenthe weight issues and replanning task made it necessaryto replan the effort signi cantly to accommodate designchanges. Individuals focused on the rst aircraft – A-1 – and began to anticipatethe requirements for B-1,which re ects the fullscope of the weightreduction effort. Thedifferences betweenthe two – in terms of instrumentation and wiring – are signi cant.

The effort to literallytransform the integrationplanning for the second aircraft proceeded alongside signi cantmilestones for the rst.All instrumentation wascompleted for the forward fuselage. The F-35 FlightTest Data ProcessingFacility was opened inFort Worth, Texas.

Paul MetzVICE PRESIDENT,

F-35 JSF INTEGRATED TEST FORCE

Construction was begun for the Edwards Air Force Base,Calif., and Patuxent River, Md., test sites. PreliminaryDesign Review for the Flight Test InstrumentationGround Support Unit was demonstrated with only minor changes required.

Meanwhile, in- ight simulation studies of the F-35 JSFvectored aircraft advanced control Harrier roll-axis weresuccessfully completed. And extensive modi cations to a

Boeing 737-300 – internally and externally – continued for avionics testing tobegin in 2005. Theaircraft will allowtechnicians tomimic preciselythe F-35relationship withits avionics,allowing tests and validations to proceed for virtually all systems. AnF-35 “cockpit” inside the aircraft will allow more than20 engineers to perform diagnostics in ight.

Replanning has prompted a signi cant increase in theplanned ight test program. Evaluations of how many ight tests to conduct versus modeling/simulation testscontinue. As with all teams, extensive focus is being givento rst power-on, when all data systems will be activated for the rst time.

One of the most signi cant milestones related tothe Integrated Test Force is actually a landmark for military aviation history. Never before have all servicesand partners, with different testing parameters and

methodologies, come together in a single team to work together in the development of systems for one ghter.

Integrated Test Force

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Ground breaking at Patuxent River, Md.Ground breaking at Patuxent River, Md.

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Subcontractors showed further evidence of their willingness to cooperate and work hard to keep the F-35affordable. The effort was evident in their response toallocation of Estimate at Completion (EAC) “should cost”targets associated with the replan and their support of SWAT. In the rst round of subcontractor engagementsaimed at achieving an executable System Developmentand Demonstration program, the top 14 suppliers,representing 89 percent of the subcontracted task,responded that they would execute to the new EACdollars. They also provided more than 200 cost-cuttingsuggestions. Those recommendations are being vetted bythe Air Vehicle team through the Air Vehicle EACReconciliation Team process instituted by Bobby Williams,the Air Vehicle team lead.

The balance of the subcontractors will then beengaged using the vetted suggestions as a basis for discussion and implementation. Vehicle Systems hasengaged its entire supplier base, and Mission Systems isformulating its engagement plans. SWAT suggestions

approved from the subcontractor community totaled 610 pounds in weight reduction. These improvementsshould be con rmed in 2005.

During the 2004 execution period, MaterialManagement’s discussions with the program partners led to the installment of Unicode – an interim solution toassure the controlled movement of teammate-furnished equipment. Unicode enables a single software product or a single Web site to be targeted across multiple platforms,languages and countries without re-engineering. It allowsdata to be transported through many different systems

without corruption. Deliverables have been mapped and incorporated into the appropriate implementing languagein systems and principal subcontracts.

The year 2005 will see continued focus on maturing theSupplier Strategic Advisory Council and on Joint ProductAssessment Team forums. Additional interaction withsuppliers will prepare the extended team for an effectiveexecution of low-rate initial production.

Material Management

In 2004, Material Management worked to assure that it was being responsiveboth to the international-partner countries’ supplier community and tothe domestic small-business community.Considerable progress was made in

meeting the international-participationchallenge, and the extended teamcontinued toward meeting our stretchgoal of 30 percent small-businessparticipation over the life of theprogram. Reports submitted to the JointStrike Fighter Program Of ce at theend of November show 13.58 percentsmall-business participation in SystemDevelopment and Demonstration, with22.42 percent forecast for production.

Art PriceDIRECTOR, F-35 JSF

SUBCONTRACT MANAGEMENT

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Production facilities for the world’smost revolutionary ghter program werecompleted at Lockheed Martin inFort Worth, Texas; Northrop Grummanin Palmdale, Calif.; and BAE SYSTEMSin Samlesbury, England. Major

subassemblies from those centers willbe mated during F-35 nal assembly atFort Worth. The machines at the threeprincipal production sites will be used for the most highly automated assemblyever developed for a ghter aircraft.

In Fort Worth, an array of advanced and extraordinarilyprecise manufacturing machines was nished for theproduction of the F-35 forward fuselage and wing. Someof the equipment is the largest that has ever been built.The huge Flexible Overhead Gantry, for example, will millthe inside surface of the F-35’s composite skin to ensurethat the aircraft’s outer form is exact – a critical step inassuring stealth performance. Accurate to 50 microns(one micron equals one-millionth of a meter) and workingin both horizontal and vertical motions, the machine isunprecedented in its size and purpose.

Ed LinhartVICE PRESIDENT, F-35 JSF

PRODUCTION OPERATIONS

The Precision Milling Machine, also accurate to 50microns, is built with an equipment enclosure that istemperature-controlled to plus/minus 1 degree Fahrenheit.Such consistency helps assure a much higher degree of precision in the manufacturing process.

The sheer size of both of these machines – whose costrepresents a large portion of the capital investment – posed signi cant challenges, since scaling up existing

models had the effect of enlarging speci c problems.Software issues required the arrival of a special teamfrom the manufacturer in Germany. Parts shortages alsochallenged engineers as they worked through adjustmentsfor tolerances on both the machines.

Production start-up was achieved on time, despitethese obstacles. Components for A-1, the rst F-35, havebeen completed on schedule, including structures for the forward fuselage and the wing. Parts had the lowestrejection rate of any program in the company’s history,and required fabrication hours have been cut in half.No tolerance issues have emerged on what everyonerecognizes as the rst fully digital ghter ever developed.

Much of the credit for this success goes to a teamorganized speci cally to resolve production problems.The Tiger Team includes engineers, tooling specialists and procurement personnel, as well as other technical specialists.The team has attacked problems as they emerge, and allmembers are given a voice in proposing solutions.

Looking ahead, Production Operations is focused onupcoming nal engineering release dates. The F-35 matestation is near completion with the rst mate planned for the spring of 2005. The team is also addressingsupply chain issues that are anticipated during high-rateproduction in 2014.

Production Operations

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Flexible Overhead Gantry machine.

Precision Milling Machine.

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This success re ected Business Management’s increased visibility in the program during 2004. The team helped to establish manpower targets through a streamlined

organization. By working with all Integrated ProductTeams, the Business Management team was able toidentify cost allocation requirements that could be moreef ciently met across the organization. Meanwhile, theteam also worked to solidify customer relationshipsthrough the Joint Strike Fighter Program Of ce, ascontract changes were navigated through an emphasison open communications.

If Business Management’s functional responsibilitywas greater in 2004, it is gaining even more prominencein 2005. The team that found tremendous operationalef ciencies is geared to nd more, as other areas in theprogram become increasingly active with the approach of several milestones. Those include upcoming reviews suchas rst power-on and rst ight in 2006. Each is importantfor planning another milestone that grows closer each day:low-rate initial production.

Business Management

No one doubted that executinga complete program replan would involve schedule adjustments. BusinessManagement’s role in 2004 focused on implementing the changes in areasonable, achievable baseline while

maintaining the program’s primarygoal: affordability. Despite the impactof making the replan changes, ContractProgress Reports were delivered on time.

Craig HappelDIRECTOR,

F-35 BUSINESS MANAGEMENT

The program maintained scal disciplineas was recognized when full funding wasgranted late in 2004.

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A ghter program with suchinternational scope represents achallenge unto itself, as nations around the world have signed on at variouslevels of partnership. The task of managing these relationships grew in

complexity and size throughout 2004 – and will continue to do so in 2005.

Mike CosentinoDIRECTOR, F-35 JSF

INTERNATIONAL PROGRAM OFFICE

Maintaining con dence in the team’s progress on arange of technical issues – many of which were gainingattention in the worldwide press – meant assuring allpartners that the issues were being successfully addressed early in the program. This, in turn, mandated continuouscommunication as the technical members of the teamdeveloped solutions to the most prominent issue:platform weight.

Singapore and Israel joined the team in 2004 asSecurity Cooperation Participants. This, too, helped secure con dence that challenges were being successfullyresolved. Engineers in Denmark, Italy and Turkeywere integrated deeper into the program, and industrialcooperation programs were more fully developed, withpartners getting ready to participate in production. Exportlicensing data was secured. Support relationships gained momentum, as parts-supply plans and global-sustainmentsystems continue to be re ned.

Looking ahead to 2005, International Programs will beheavily engaged in addressing the closeout of industrialprogram participation and will focus on weapons systemsand additional supply-chain management issues. The teamwill continue to nurture a culture that seeks to expand collaboration with partners.

International Programs

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Denmark Terma signing ceremony at Farnborough Air Show.

Inset: Cosentino and Burbage meet with Kale Kalip, a Turkish supplier.

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Global Sustainment

Created during the reorganization of the JSF program, Global Sustainmentemerged as a new Integrated ProductTeam in 2004. A resulting milestoneoccurred soon after, when F-35Global Sustainment was selected as a

potential pilot program by ManagementInitiative Decision 917 issued by theDepartment of Defense. MID 917directs potential pilot programs to testrevised contracting, programming,budgeting and nancing processes for performance-based logistics agreements.The selection itself brought a level

of credibility to the JSF program and reaf rmed the program pillars of supportability and affordability.

Luke GillVICE PRESIDENT, F-35 JSF

GLOBAL SUSTAINMENT

At rst glance, the effort to build a support structurefor a ghter not yet in production, or one that hasn’t evencompleted its rst ight, would seem premature. But itfollows a mandate to develop strategic relationships for support of the F-35 – an extended engagement with services,countries and partners to begin to identify requirements and establish the framework for total life-cycle support.

Looking to the commercial airline industry as an

example, the team realized that a legacy support structurefor a variety of aircraft is extremely costly and inef cient.Those companies that operate fewer aircraft models enjoy acommonality in logistics support that slashes operation and support costs. Commonality is, of course, one of the keypillars of the F-35 – a ghter that will perform for servicesaround the world. A planned Global Sustainment structurewill make the most of this element of the program.

Implementing a Global Sustainment structure for the F-35is a great undertaking. It is already anticipated that a 20 to30 percent cost savings will occur in operations and supportover the total life cycle of the weapon system, savingsigni cant customer resources and supporting the programpillar of affordability.

This kind of performance-based support structure israpidly capturing the attention of partners and suppliers,and the education effort continues. In 2005, the team willparticipate in a variety of symposiums and conferences,while senior logistics leaders visit Fort Worth to learn moreabout Global Sustainment initiatives.

Global Sustainment will help to implement more effective,less costly solutions for the war ghter. Discussions willcontinue with partner nations, industry leaders and others. In2005, the team will continue to mature the Global Sustainmentconcept through building performance-based agreements withits customers and developing the sound business case thatcustomers will need to make strategic decisions.

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F-35JSFPROGRAMINTEGRATION

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Business Development (BD) has avital and challenging role on JSF: Keepthe program sold! Budget pressures,technical challenges and changes inkey leadership all provided challengesin 2004, but in the end, the program is

funded and tracking to meet war ghter requirements. Through a nonstop seriesof meetings, brie ngs, visits, trade shows,demonstrations and liaison activities, BDinteracted with all levels of our customer community to maintain con dence in,and funding for, the JSF program.

Winning the System Development and Demonstration

down-select in 2001 was not the end of the JSFcompetition; it only shifted the focus to a different arena.Each year we must prove ourselves worthy of continued customer con dence, support and funding. It is a BDresponsibility to lead the implementation of strategiesthat reinforce the “value” of the F-35 in meeting bothU.S. and international needs – politically, economically,

Jim GrantDIRECTOR, F-35 JSF

BUSINESS DEVELOPMENT

operationally and technically. Fortunately, the programsecured full funding for 2005 and is currently on track tobe fully funded in 2006.

Domestically, weight issues and the subsequent schedulereplan required constant interaction with all membersof the customer base. BD focused on the services, theOf ce of the Secretary of Defense, and Congress to keepthem informed and supportive of the program. Using all

available venues – including plant visits, trade shows, basevisits and media brie ngs – the BD team advocated thebene ts of the F-35. Likewise, recognizing the need toexpand stakeholder interest in the program, BD developed a series of brie ngs to explain the bene ts of the F-35 as aclose air support asset. These brie ngs were presented atthe very highest levels of the U.S. Army and are helpingshape joint/coalition warfare.

Internationally, BD enhanced the commitment of the eightpartners and two participant nations by advocating how theJSF program and the F-35 aircraft will meet each country’snational objectives. The partner nations are beginning toformalize their purchase plans, and BD, working in lock step with the Joint Strike Fighter Program Of ce and our International Program Of ce, is solidly focused on strategiesthat ensure international users remain a prominent and continuing part of the JSF program. Beyond the partner nations, international interest in the F-35 remains high aspublic awareness on the program increases and emphasis oncoalition warfare gains momentum.

As we shift focus to a new year – budget pressures fromthe war, de cit-reduction initiatives, and other competingservice and national priorities will bring new challenges to

the BD team. The team will remain focused on making sureour customers’ needs are fully understood and the programreceives the full funding necessary to execute on schedule.

Business Development

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to understand speci c Air System needs and executerelated special studies. These studies cover a broad spectrum – from operations in severe environments, suchas icy runways, to the stressful heat/humidity conditionsof the Persian Gulf; unique vehicle or mission-systemrequirements; carriage/employment of new or uniquecountry weapons; or peculiar support-system needs.Approximately 20 studies were initiated in 2004, while40 to 50 are anticipated in 2005. Every study is importantto the sponsoring customer and, therefore, to the entireJSF program team because of shared interests.

The Strategy Integration team is also supporting theJoint Strike Fighter Program Of ce with long-rangeplanning for major capability upgrades such as Block 4and beyond. While Block 4 is targeted for possibleauthorization in the 2009–2010 period, these planstypically look into the future 10 to 20 years. This isdriven by the long acquisition process associated withthe planning, budgeting, contracting, development and production/retro t incorporation of a given upgrade.

Lockheed Martin and its partners Northrop Grummanand BAE SYSTEMS are also assessing F-35 derivativeconcepts such as a two-seat variant and an electronic-attack variant. This long-term planning is focused onmaking certain the F-35 is always the system of choiceto satisfy our customers’ changing needs.

Strategy Integration

Every nation that operates theF-35 will enjoy the economicrewards of commonality in a veryhigh performance aircraft. Yet, everynation also has individual needs and requirements. These are being addressed

by the Strategy Integration team.

Paul LeamerDIRECTOR,

F-35 JSF STRATEGY INTEGRATION

In addition to its responsibility for integration of strategy elements, this team is working on the future of theprogram. It works with various domestic and internationalcustomers through the Joint Strike Fighter Program Of ce

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PARTNERS

16

Northrop Grumman has marked a year of signi cant progress for the F-35 JointStrike Fighter Team, the highlight of whichwas the start of production. With assemblyof the center fuselage under way, NorthropGrumman ushered in a new era for this

already dynamic program and forged the way for the team to meet its goal of building the most advanced tactical ghter aircraft in history on the most advanced production line ever built.

Janis PamiljansVICE PRESIDENT AND F-35 PROGRAM

MANAGER, NORTHROP GRUMMAN

NorthropGrumman

Our delivery of one of the aircraft’s key mission systemstest stations further exempli es Northrop Grumman’scritical role on this team. The stations will enable users totest software on the same hardware platform that will

host the software on the aircraft – signi cantly reducingrisk prior to domain and system integration.

After completing a successful comprehensive reviewin February 2004, Northrop Grumman made the rstsigni cant delivery for the F-35 mission systems segment.The communications navigation and identi cation (CNI)radios for the F-35’s rst ight were delivered to theLockheed Martin Mission Systems Integration Lab in

Fort Worth, Texas. Initial tests of the F-35’s rst- ightCNI system were awless. This demonstrates NorthropGrumman’s spiral development approach that allowshardware and software integration years earlier thanin previous programs and ensures system stabilityand robustness.

Northrop Grumman also delivered and tested a fully instrumented, full-scale inlet model that

will determine engine propulsion systemcharacteristics; performed radar cross-sectiontests on a full-scale inlet model used to verifypropulsion system performance; delivered avertical-tip antenna designed to verifycommunications requirements; and initiated quali cation testing on the re-protection system and weapons-bay door drive toensure system functionalityrequirements are met.

Also in 2004, the companycontinued laying criticalgroundwork for theaircraft’s operationaleffectiveness byconducting a weapons-loading demonstrationwith military ordnance crews from theUnited Kingdom. The demonstration – similar to a weapons-loading exercise withU.S. ordnance crews in December 2003 – involved personnel from the Royal Air Force and Royal Navy

loading mock-ups of several weapons into a full-scalemock-up of the F-35’s internal weapons bay. Theparticipants later provided evaluations of the process to theF-35 design team. Involving operational users early inthe design of key aircraft components is unprecedented in military aircraft programs.

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In May, Northrop Grumman began rooftop integrationrange-testing of the F-35’s re control radar. The radar,which the company has developed under contract withLockheed Martin, features an active electronicallyscanned array that enables multiple radar functionsalmost simultaneously.

Northrop Grumman continued to aggressively pursueinternational participation by identifying productionopportunities and presenting these to suppliers in Australia,

Canada, Denmark, Norway and Turkey. Companies around the world are delivering parts to support the rst CTOLbuild. Northrop Grumman also selected the rst SmallBusiness Innovative Research Program participant on theprogram. The company will provide a component for high-delity power testing of the communications avionics.

Many more milestones await Northrop Grumman in 2005,and we look forward to building upon the success of thispast year.

Center fuselage.

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At the start of the year, we knewthis was going to be a very important12 months for BAE SYSTEMS and our involvement on the JSF program. OnJanuary 1, we understood the weightchallenges that faced our team and

realized resolution of the weight issuewould be a major factor in ensuringthe future success of the program. As ateam, we can be pleased with the resultsof our efforts in that direction.

Certainly the most signi cant development during 2004is the element that undoubtedly affects us all the most – the rebaselining of the program. Without the commitment

of everyone on the team, we would not have been able torestructure the program, ensuring that we could, in fact,deliver what the customers require. We now need to deliver to that new schedule.

From a BAE SYSTEMS’ perspective, three major stepsforward were achieved during 2004. In February, westarted production of the rst U.K. F-35 components. Thiscommenced at one of our U.K. suppliers, Hyde Precision,and was quickly followed by BAE SYSTEMS Design and Manufacturing Centre at Samlesbury, England. I, alongwith Tom Burbage, were fortunate to be there when the rstcomponent was being produced, something I’ll never forget.

The next major development was the signing of Technical Assistance Agreement Amendment 9, whichgave us access to all the technologies needed to completeour System Development and Demonstration workshare.

The third major step forward was the start of assemblyon A-1’s aft fuselage at Samlesbury. We achieved thismilestone on time, August 22, delivering in line with theoriginal schedule we had set months before. It is that sortof commitment to schedule and on-time delivery that willbe critical for ensuring success of BAE SYSTEMS and theoverall program.

Tom FillinghamF-35 JSF DEPUTY PROGRAM

MANAGER, BAE SYSTEMS

Looking forward, 2005 will be just as challenging as thepast 12 months. The key to success lies in two areas. Oneis performing against the revised schedule, and the second is controlling the costs of the program and maintainingits affordability.

The major deliverable for BAE SYSTEMS during 2005is the rst aft fuselage and empennage, which will bedelivered to Fort Worth, Texas, for nal assembly in the

summer. When you consider we had just cut metal on theaft fuselage in February 2004, it reinforces the messagethat the pace of the JSF program is unprecedented.

Another major development, particularly from a U.K.perspective, is the rst Exchange of Letters TechnologyAgreement, scheduled to be signed in the third quarter of next year. This agreement between the U.K. and U.S.governments will represent an immensely signi cantadvancement in terms of technology transfer betweenthe two countries and further signify a step towards U.K.commitment to an F-35 production contract.

BAESYSTEMS

PARTNERS

18

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Burbage and Fillingham watch the rst cut.

First assembly begins on the aft fuselage.

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The F135 has evolved from the highlysuccessful F119 engine poweringthe F/A-22. Consequently, webelieve it is the most affordable,technologically advanced and lowest risk propulsion system

solution for the single-engineF-35 aircraft. The combined efforts of Pratt & Whitney (P&W),Hamilton Sundstrand and Rolls-Royceresulted inthe F135programmakingsigni cantstridestoward rst ight and the establishmentof a viable STOVL con guration. In2004, the F135 program achieved remarkable progress in the areas of

weight reduction, software development,engine test and validation, programreplan, installed-thrust optimization and international industrial collaborations.

Bill GosticDIRECTOR, F135 ENGINE PROGRAMS

Pratt &Whitney

PARTNERS

20

FX643 in afterburner.

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Both the CTOL/CV and STOVL systems showed marked improvement in weight reduction. Current estimates showthe CTOL/CV and STOVL con gurations are belowspeci cation weight. The F135 program has plans in placeto realize further reductions in 2005 and beyond.

P&W celebrated a record year of software accomplishments.Software versions critical to the operation of the F135STOVL propulsion system, including the operation of the

clutch and the thrust split, were developed and implemented into the F135 engine-validation program.

The F135 SDD test program continued to maketremendous progress on the road to quali cation for rst ight. The team delivered the program’s rst STOVL

propulsion system, FX641, to test, as well asSTOVL propulsion systems FX640,FX642 and FX643. The CTOL/CV-con gured FX632 was delivered to the

Arnold Engineering Development Center in Tullahoma, Tenn., for altitude testing, for

a total of seven assets in the test program.Over the course of the year,the F135 test programaccumulated almost 1,700

total hours. At the same time,Rolls-Royce made tremendous

progress in testing of the lift fan,accumulating more than 1,000test hours. Both the CTOL/CV-and STOVL-con gurationengines have demonstrated

speci cation levels of thrust in excess of 39,000 pounds.This unprecedented level of testing has validated predictions, as well as identi ed maturation issues to beresolved prior to initial ight release (IFR) quali cation.

To assist the JSF program in achieving a viable STOVLcon guration, improvements required to achieve higher thrust have been incorporated into the F135 propulsionsystem and program. These improvements, currently in

the design phase, include an optimized STOVL nozzleand the addition of “roll post modulation.” Thrustincreases will be achieved in both vertical-powered liftmode as well as the short-takeoff mode.

Pratt & Whitney has also implemented a plan tomaximize F135 industrial activity within the JSF partner countries. This multifaceted plan has the support of P&W leadership and involves many organizations acrossthe enterprise. A cornerstone of the plan is the directengagement with international companies to matchcapabilities with potential opportunities. Pratt & Whitney’sefforts have led to contracts with more than 40 suppliers inall eight of the JSF partner nations. The team will continueto complement this success with additional internationalindustrial contract awards in 2005.

As we move into 2005, the F135 program will look tobuild upon the sound foundation of 2004 accomplishmentsto accumulate the test hours required for CTOL IFR.Furthermore, P&W will deliver the rst CTOL ight testengine in the fourth quarter of 2005. The production-readiness process is in full gear to support engines for ighttesting, recognizing that single-engine safety is paramountto the success of the program. The F135 program is focused

on providing the most technically advanced,reliable and safest propulsion system for the F-35’s rst ights in 2006.

Engine test site, West Palm Beach, Fla.

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2004 was the year that both theGE Rolls-Royce Fighter Engine Team(FET) and the F136 engine left thedrawing board and became a reality.

Bob GriswoldPRESIDENT,

GE ROLLS-ROYCE FIGHTER ENGINE TEAM

The FET demonstrated an unprecedented levelof cooperation, unwavering commitment and unyieldingdetermination to produce and successfully test its rstrevolutionary F136 propulsion system for the F-35 JointStrike Fighter. Within months of this milestone, the jointventure received of cial recognition for the rst time withthe placing of the Transition Award Contract with the FET.

Building on the successes of 2003, the FET took theF136 interchangeable engine from vision to reality. OnJuly 22, 2004 – the 1,000th day of the JSF program – FETsuccessfully performed its rst ground test at the GEAircraft Engines Evendale, Ohio, facility, achieving thehigh-water mark of our Phase III, pre-System Developmentand Demonstration (SDD) contract. Engine 625-002, in the

GE Rolls-RoyceFighter Engine Team

PARTNERS

22

conventional takeoff and landing (CTOL) con guration,demonstrated two soft light-offs and smooth transition toidle for a total of 1 hour and 17 minutes of testing. Duringfollow-on testing, engine 625-002 demonstrated smoothstarts, throttle transients, low vibration levels and stall-freeoperation. In mid-August, 625-002 achieved 105 percentmaximum design speed. An additional 300 to 400 hours of endurance testing is planned for 2005.

In keeping with the hectic pace of the overall JSF program,the second F136 engine was assembled and delivered soon afterwards. This is our rst short takeoff/verticallanding (STOVL) engine (625-003); it will be tested inearly 2005 at the GEAE Peebles, Ohio, facility. Testing of this engine will close out our highly successful Phase III,pre-SDD contract and propel the team forward toward our anticipated Phase IV SDD award contract in 2005.

In our quest to reach SDD Phase IV, the FET achieved yet another rst on November 1, when our TransitionAward Contract began. This event is signi cant to theF136 program because it is the rst contract of ciallyawarded to the GE Rolls-Royce Fighter Engine Team.

Tom HartmannSENIOR VICE PRESIDENT,GE ROLLS-ROYCE FIGHTER ENGINE TEAM

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This contract is designed to fund the F136 programincrementally until our SDD contract award is authorized in the third quarter of 2005.

On the global front, the FET has worked hard toincorporate key technologies from the eight partner nations(United Kingdom, Italy, Netherlands, Turkey, Canada,Denmark, Norway and Australia) participating in the JSFprogram. Eight summits were held in 2004 with the goal of identifying key companies. Industrial participation by allnations is anticipated for the SDD phase.

As a further commitment to international partners,Rolls-Royce has joined with Delft University of Technology in the Netherlands to launch an international

internship program to support the F136 program. In thisongoing program, the dual goals of knowledge-sharingwith partner nations and helping young engineers as theystart their careers are realized.

The year 2004 was excellent, but 2005 is lookingsensational! Testing is ongoing with our two engines,hours of steady-state data are being recorded, and all keyperformance parameters are being met. Our objectives areclear and our team resolute. We will continue to play our part in manufacturing a rst-class, affordable propulsionsystem that will power F-35s all over the world well intothe 21st century.

F136 STOVL variant during LiftFan™ assembly.

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Foster Trust and RespectWe create an environment where the perspectives

of our teammates are heard, listened to and honored.Each person’s contribution is valued. We are honest byrepresenting ourselves and our intentions truthfully.

Value the IndividualTo take advantage of the “best of the best,” we strive to

incorporate the talents of the entire enterprise. We takethe time to mentor, develop and empower our people toparticipate, lead and make decisions. We balance thedemanding nature of the program with time for personalgrowth and renewal.

So, as we proceed into 2005,we will measure our progress toward these priorities to help keep theF-35 on track to rst ight in 2006.

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Lockheed MartinAeronautics Company

P.O. Box 748Fort Worth, TX 76101

Lockheed Martin

Northrop Grumman

BAE SYSTEMS

Pratt & Whitney

GE Rolls-Royce Fighter Engine Team

f-35_2004_year-in-review

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