2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
PHASE 2
_____________________________________________________________________________
2015 Program Excellence Award
I.
Program Overview
Organization Name/Program
Name:
Lockheed Martin Missiles and Fire Control
Sniper® Advanced Targeting Pod (ATP)
Program Leader Name/
Position/Contact information –
E-mail, Phone
Kenneth J. Fuhr
Program Director, Fixed-Wing Programs
[email protected]
407-356-8075
Program Category
Program Background: What
is this program all about? (No
more than one page).
 The overarching need for
this program
 History of the program
 The product that is created
by this program
 Scope of work – original &
updated
 Expected deliverables
 Current status of the
program
Sub-System Sustainment
Sniper Advanced Targeting Pod (ATP) is a precision targeting
system employed on F-16 Block 30-50, F-15E, F-15C, A-10,
CF-18, B-1B and B-52 aircraft. In continuous production since
2001 and continuously deployed in support of combat operations
since 2005, it is the United States Air Force’s (USAF) ATP of
record, having successfully won the USAF’s 2001 ATP
competition and 2010 ATP-SE (Sensor Enhancement)
competition.
The Sniper ATP Performance-Based Logistics (PBL) program
provides critical sustainment support to the USAF and Air
National Guard (ANG) for their fleet of Sniper ATPs operating
on F-16 Block 30-50, F-15E, F-15C, A-10, B-1B and B-52
aircraft at combat, operational and training locations around the
world. The PBL program delivers Fleet Availability (FA)
through a sustainment system that provides OrganizationalLevel (O-Level) support, depot-level support, transportation,
supply chain management and reliability analysis.
Sniper ATP has accumulated over 1.6 million operational flight
hours on U.S. and international airframes with a Fully Mission
Capable (FMC) rate that consistently exceeds contract
requirements. Sniper ATP’s industry-high FMC rate is the result
of the pod’s world-class reliability, high-quality modular design
and effective built-in-test and auto-boresight self-alignment
functions.
Sniper ATP’s Line-Replaceable Unit (LRU) system enables true
two-level maintenance for unmatched combat availability, rapid
low-risk operation and the industry’s lowest total cost of lifetime
ownership.
Copyright 2015, Lockheed Martin Corporation. All rights reserved
1
II. VALUE CREATION = 20 POINTS
Note that we have provided a weighting system on this section that indicates importance to the overall
A&D enterprise in improving performance.
Value:
50% of category score
What is the long-term 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)
50% of category score
Excellence and Uniqueness:
What makes this program
unique? Why should this
program be awarded the
Program Excellence Award?
Sniper ATP delivers customer value through world-class
performance in the following areas:
Fleet Availability: The Sniper ATP support structure delivers FA
well in excess of contract requirements. When the U.S. Secretary
of Defense awarded the Sniper PBL team the Sub-System PBL
Program of the Year Award in 2014, it was recognized that, on
average, an additional 50 pods were available to users due to FA
rates exceeding requirements. High FA rates are achieved through
a combination of rapid transportation, efficient depot operations,
effective training and technical manuals, world-class technical
support, high reliability and integrated supply chain management.
This holistic approach to providing FA reduces the logistics
footprint and leads to a more efficient, customer-based solution.
Reliability: A consistent reliability improvement program is
maintained via the Sniper PBL Reliability and Maintainability
(RAM) team. The RAM team utilizes a closed-loop Failure
Reporting and Corrective Action System (FRACAS) that
evaluates all Sniper ATP failures for emerging failure modes.
This iterative process enables prompt identification of reliability
degraders and root causes, serving as a foundation to implement
corrective actions and push reliability improvements to the field.
This has resulted in Sniper ATP exceeding the customer’s Mean
Time Between Maintenance Event (MTBME) requirement by
36% over the past 12 months. This reduces the burden on
maintainers and helps them achieve mission success.
Customer Partnership: The Sniper PBL depot is an innovative,
performance-based partnership between Warner Robins – Air
Logistics Complex (WR – ALC) and Lockheed Martin that has
generated numerous benefits, including improved depot
throughput, reduced Awaiting Parts (AWP) conditions and
reduced Retest OK (RTOK) occurrences. The collaborative
relationship optimizes support to the warfighter by leveraging
three types of Public/Private Partnerships, including Lease of
Government facility space, Work Share Agreements and a Direct
Sales Agreement. In addition to the Sniper PBL program, the
partnership also contributes to the local economy through
employment of highly skilled personnel in Warner Robins, GA.
This multi-year partnership, and the Government/Lockheed
Martin commitment to keep it viable, serves as an example of
what Government/Industry cooperation can achieve. The
2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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partnership is a symbiotic relationship that leverages the strengths
of both organizations to allow for a level of success not possible
separately. It also supports USAF compliance with Title 10 Core
and 50-50 requirements by contributing 52% organic depot work
share.
Excellence and Uniqueness:
There are a number of unique aspects of the Sniper ATP program
that have led to award-winning performance excellence that will
be highlighted throughout this submittal. Some of these aspects
include: the FA performance that is delivered through the twolevel maintenance structure, the public/private partnership with
WR-ALC, and the systems engineering approach to sustainment.
III.
ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS
Note that we have provided a weighting system on this section that indicates importance in the
evaluation process. For each question, respond with the best practices and unique processes used
by your program.
Team Leadership
30% of category score
Teaming: Organizational structure, employee empowerment and
customer communication are key factors in the success of the
Sniper ATP PBL program. The team is organized so that there is
Teaming
a lead individual responsible for each customer area and each
What unique processes and
practices have you put in place operational area. The leads are empowered to operate
to maximize team collaboration independently and make decisions on day-to-day activities
and efficiency?
without a burdensome approval chain. Team leads are active in
producing work product as well as performing their leadership
Supply Chain
With the broader distribution of roles. This serves to flatten the organization, increase efficiency
and improve communication.
design, development and
production responsibility
across the supply chain what
unique tools, processes and
practices have you put into
place to ensure integration of
the total supply chain
(up/down/across)?
The depot partnership with WR-ALC is another example of a
unique teaming arrangement. The symbiotic relationship between
LM and WR-ALC has fostered an environment that acts more
like a team than a customer-subcontractor relationship.
People Development
Among the most important
roles of a leader is the
identification and development
of talent. What unique
processes, tools and practices
have you put into place to
ensure people are developed
and given the opportunity to
risk, fail, recover and fully
contribute? What metrics have
you put into place to ensure
Supply Chain Management: The Sniper ATP material supply
chain is managed by a centralized team of Subcontract Managers
that ensure material requirements are met for engineering
development, production and sustainment. This includes
managing 1,800 part numbers across 210 suppliers. Dedicated
team members are assigned to the 10 major Sniper ATP suppliers
to manage the delivery of critical components. Stability and
predictability is built in to the Sniper ATP supply chain through
long-term supplier agreements. 75% of the Sniper ATP Bill of
Material (BOM) is under long-term agreements with key
suppliers. Lockheed Martin has established the South East
2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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this effort is effective?
Material Acquisition Center (SEMAC) to centralize the
purchasing of commodities across the company. This allows for
better buying power, material availability and horizontal
integration across numerous programs. Sniper ATP utilizes a
flexible Material Resource Planning (MRP) tool that enables the
program to share material between production, sustainment and
engineering material development requirements. It also allows
orders from multiple sources to be combined in order to
maximize economic order opportunities. There are 15 suppliers
that provide depot repair capabilities in support of sustainment
activities. The performance of these suppliers is managed jointly
by the Subcontract Management team and Product Support.
Performance is monitored on a continuous basis through metrics
like Turn-Around-Time (TAT) and “bad from supply” rates.
Issues are addressed utilizing the relationships built between the
subcontract managers and their supplier counterparts. Repair
agreements have been established for critical repair suppliers that
include required TATs and fixed price repair prices.
People Development: The following tools/practices are utilized
by the Sniper ATP program to identify and develop talent:
 Knowledge Continuity – This process is used to identify
subject matter experts and pair them with early-to-mid career
talent to ensure knowledge is being effectively transferred
through the organization and retained within the company.
 Mentoring – All employees are encouraged to have a mentor
and utilize the relationship for professional and technical
development.
 Stretch Assignments – Employees with a history of high
performance and potential are asked to take on
assignments/projects outside of their normal scope of work to
facilitate personal development. They are often paired with a
mentor/lead to assist them in their new assignment.
 Training and Development – A formal training and
development program is used to build technical skills and
leadership characteristics with Lockheed Martin’s Full
Spectrum Leadership model.
The effectiveness of the tools/practices listed above is apparent in
the most recent employee survey. In three key categories relating
to personnel development, Sniper ATP outperformed the
corporate satisfaction rating by 9.2%.
Additionally, Lockheed Martin is committed to developing USAF
maintainer talent through special O-level training sessions.
Quarterly maintenance training is offered on site at Lockheed
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Martin Missiles and Fire Control – Orlando at no additional cost
to the individual units. Training sessions are also provided on site
when LM identifies a location that requires additional training to
improve performance.
Operations
40% of category score
Cycle Time: The two most critical cycle times associated with a
PBL contract include repair TAT and transportation time.
Cycle Time
Please describe what your
program has done to reduce
and continue to improve the
cycle time required for the
phase of life cycle in which you
currently are executing
(design/develop, produce,
sustain). Include in your
description the tools,
processes and practices used
as well as the metrics.
Repair TAT: The primary source of Sniper ATP repairs is the
Sniper PBL depot located at Robins AFB in Warner Robins, GA.
As previously mentioned, the depot operates as a partnership
between Lockheed Martin and WR-ALC. The partnership
leverages the strength of each organization, with Lockheed
Martin providing supply support, transportation and technical
support while WR-ALC provides facilities and personnel. As of
May 2015, repairs at the Sniper PBL depot are completed in an
average of 7.8 days against a goal of 15 days.
Transportation TAT: The transportation of LRUs to and from the
end user is managed by Lockheed Martin at the Sniper PBL
depot. Lockheed Martin has established commercial shipping
licenses for all overseas locations where Sniper ATP operates. By
constantly monitoring transportation time performance of
commercial carriers, Lockheed Martin is able to select the best
provider and keep shipping times within acceptable limits.
Regular communication with the USAF customer is maintained
to continually evaluate the need to establish additional licenses
Describe how your program
based on future USAF requirements. When a new license is
has developed or implemented
required, the Sniper ATP team coordinates with the LM
new and unique tools,
International Traffic Compliance group to quickly make the
processes and practices to
reduce cycle time for your
request and have the license issued. By quickly and thoroughly
program’s specific stage of the responding to the needs of our customers, we are able to keep
lifecycle (design/develop,
shipping cycle times down and avoid delays caused by improper
produce, sustain).
shipments. Currently, the time it takes to complete a domestic
shipment is 1.2 days. International shipments are completed in
Planning, Monitoring, and
Controlling
3.1 days. This is a significant improvement over traditional
What are the most significant
military transportation systems, which can take weeks to
change elements your program
complete an international shipment.
dealt with in the past 36
Efficiencies
Affordability and breaking the
cost curve are among the most
important challenges facing all
program managers.
Describe the areas you have
targeted to improve your costs
and how you resolved these
challenges for each target.
months, and what unique best
practices and processes did
you implement to make these
changes. (Examples of
change: intellectual property,
shortages of critical
supplies/raw materials.)
Efficiencies & Affordability: The Sniper PBL team has
delivered significant cost savings and value over the life of the
program. Over the last four years, specifically, these savings are
seen in the form of lower total support costs during periods of
lower operating tempos and greater per operating hour values
during times of higher operating tempos. During Sniper ATP’s
most recently completed Availability Support period (2013 -
2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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2014), total support costs were 22% lower than the period four
years prior (2010 – 2011).
Unique Tools & Processes: The Sniper PBL program utilizes an
integrated total systems engineering approach to meet the
principal contract metric of FA. The Sniper PBL team has
instituted a process to continuously monitor and identify critical
health and performance indicators such as operating hours,
demand trends, repair rates, retrograde returns, Could Not
Duplicate (CND) field failure and supplier performance. This
proactive approach allows for early trend identification and rapid
stock posture adjustments, resulting in increased mission
capability for the fleet. All retrofit improvements, including
software, are planned, coordinated and integrated to minimize the
impact to the fielded systems. The modularity of the Sniper ATP
system allows for significant field retrofits, like the Compact
Multiband Data Link (CMDL), to be easily implemented at the
flightline while reducing work load and system down-time.
Individual Sniper ATP availability and spares orders are reviewed
daily by a dedicated team of field engineers who analyze trends,
identify anomalies and provide technical support to ensure FA
goals are met at each location as well as at the total fleet level.
Planning, Monitoring, & Controlling: The Sniper ATP PBL
team significantly reduced the logistics footprint of Sniper ATP
by reducing the quantity of pods in the fleet being cannibalized
(CANN) for spare parts. After Field Service Engineers (FSEs)
assessed the magnitude of ongoing cannibalization via a webbased tool, action was initiated to bring the CANN pods back to
FMC status. A simultaneous action educated and encouraged
users on the value of the PBL system to build confidence in
spares availability, resulting in a 364% reduction of average
CANN pods per month.
Strategic Operations
30% of the score
In addition to exceeding the contract-required FA rate, the Sniper
ATP team utilizes a web-based system to track the daily FMC
rate for the USAF’s fleet of Sniper ATPs. When an individual
On an on-going basis – how do
unit’s FMC rate drops below an acceptable level, Sniper ATP
you track and improve the
FSEs will reach out to that unit and provide technical assistance
value of this program to your
customers, corporation,
to bring the FMC rate back to an acceptable level. This is
organization, and employees?
valuable to the customer because it provides a consistent level of
pod availability that doesn’t vary over any period of time.
Specifically, what processes,
tools and practices have
allowed the value of your
program to increase?
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IV.
ADAPTING TO INNOVATION AND COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM’S UNIQUE
COMPLEXITIES) = 20 POINTS
Identify the Program’s Market
Uncertainty level – How new
is your product to your market
and users, based on the
definitions below. Then
describe how you deal and
address this specific
uncertainty:
- Derivative – an
improvement of an existing
product/system.
- Platform – a new generation
in an existing product line.
- New to the Market – a
product or system adopted
from another market
- New to the World breakthrough product, never
seen before
Level of Market Uncertainty Level (choose one)
__x_ Derivative
____ Platform
____ New to Market
____ New to the World
Identify the Program’s
Technological Uncertainty
using the definitions below.
Then describe how you deal
and address this uncertainty:
- Low-tech: application of
mature, well-established
technology
- Medium Technology:
existing technology modified
to meet new design
requirements
- High-Technology: recently
developed new technology
- Super High-Technology:
non-existing technology that
needs to be developed
during the program.
Technological Uncertainty Level (choose one)
____ Low Technology
__x_ Medium Technology
____ High Technology
____ Super High Technology
Identify the level of your
System Complexity using the
definitions below. Then explain
how you are dealing with this
level of complexity:
System Complexity (choose one)
____ Assembly
__x_ Sub-System
____ System
____ Array of Systems
Sniper ATP has been fielded and supported under a PBL contract
since 2005. The system has undergone multiple hardware and
software upgrades in the last 10 years. The sustainment of Sniper
ATP has evolved with the hardware because Product Support is
integrated closely with engineering and production.
Supportability engineers are assigned to the hardware Integrated
Product Teams (IPT) to ensure that supportability features are
properly designed into the system during the initial concept and
detailed design phases. These engineers perform electrical stress
analysis; implement de-rating and design guidelines; perform
failure modes, effects, and criticality analysis (FMECA); and
conduct cost-trade studies. This process ensures the logistics
individuals are included in the entire program life-cycle, thereby
creating inclusion and ensuring decisions are made that make
future sustainability easier.
The primary area of technological uncertainty associated with
Sniper ATP sustainment is obsolescence. The Sniper PBL team
maintains an obsolescence management program that proactively
manages, mitigates and resolves obsolescence issues before they
impact operations. In this process, supply levels are identified for
each unique obsolescence and Diminishing Manufacturing
Sources (DMS) case, and potential shortfalls are addressed prior
to any supply impact. Through an active technology management
program encompassing obsolescence and DMS monitoring, 19
critical obsolescence and DMS cases have been identified since
2012. 15 have been resolved, resulting in substantial cost
avoidance. 12 of the 15 cases were mitigated through last-time
buys totaling 1,097 parts. The remaining cases were mitigated
through the identification of alternate parts.
2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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- 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.
Sniper ATP is categorized as a sub-system. Sniper ATP’s
modular design is created specifically for two-level maintenance
and low life-cycle cost. Sniper ATP has no scheduled preventive
maintenance or services. All maintenance actions are detected via
the on-board diagnostics system and can be accomplished at the
flight line (O-Level) with the pod still mounted on the aircraft by
using built-in-test (BIT) and a small kit of common hand tools.
All the LRUs are interchangeable, self-aligning, self-calibrating,
interoperable and modular. Sniper ATP’s ability to auto-boresight
critical LRUs eliminates the need for intermediate-level support
equipment, significantly reducing sustainment costs. The
modularity, BIT and internal automatic boresighting of Sniper
ATP give maintainers a critical advantage because they allow for
true two-level maintenance, outstanding weapon system
availability, cost-effective sustainment and low total cost of
ownership.
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-tosuccess deadline.
- Blitz – there is a crisis
element driving the need for
immediate response
Pace and Urgency (choose one)
____ Regular Timing
__x_ Fast/Competitive
____ Time Critical
____ Blitz
The Sniper ATP PBL program is an established multi-year
arrangement with the USAF and ANG. The program operates in a
fast/competitive environment because of the critical nature of the
mission and the competitive nature of the contract. The team has
to be able to react quickly to urgent support requirements as they
arise. FSEs are regularly sent to sites within days of receiving
requests for support. Previous site activations have been delivered
months in advance of contract requirements. Depot repair times
are routinely completed in less than 10 days. Most spares orders
are filled in the same day the order is received. CONUS
shipments are made via overnight service. OCONUS shipments
take only days. A sense of urgency exists on the program to
ensure our customers’ expectations are always exceeded.
V. METRICS (HOW DO YOU MEASURE PROGRAM’S PERFORMANCE) = 30 POINTS
40% of category score
Customer/Performance How do you measure the
impact of your program on
your customer and your
customer’s satisfaction?
Include a description of
unique/new metrics, as well as
Performance to Requirements: The Sniper ATP sustainment
contract has two primary metric requirements: FA and MTBME.
In the last 12 months, the FA rate exceeded the contract
requirement by 7.5%. Further, since the current contract began in
2014, the FA rate has continuously exceeded the contract
requirement by no less than 5.6%. This measurement directly
correlates to the quantity of Sniper ATPs that are able to perform
missions. By exceeding the FA rate, Lockheed Martin is
2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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numerical evidence (normally a
percentage or rate). Focus on
the unique metrics developed
to provide an efficient way to
effectively communicate this
information to your customers
and within your organization
beyond your program team.
20% of category score
Team - How do you measure
and assess the impact of your
program on your team
development and employee
satisfaction?
providing the USAF additional assets and expanding the Sniper
ATP fleet for their operational use. The MTBME metric has been
exceeded by 36% in the last 12 months with no single month
falling below the contract requirement. Exceeding the MTBME
requirement impacts the customer by reducing the maintenance
burden the Sniper ATP imposes on O-level avionics maintainers
and allows them to focus on the maintenance of other less reliable
systems.
Customer Satisfaction: The Sniper ATP PBL contract is
assessed in the Government’s Contractor Performance
Assessment Rating (CPAR) system. Since 2008, Sniper PBL has
received all “Exceptional” ratings – the highest possible score.
Exceeding contract requirements, quickly responding to customer
requests and providing outstanding field technical support are
some of the things that are recognized by our customers in the
annual CPAR reports. Below are quotes directly from the most
recent Sniper ATP CPAR report:
 “Contractual Fleet Availability rates remained consistently
high throughout this period…”
 “The quality of the product has exceeded expectations in
terms of reliability.”
 “The Contractor is highly proactive in managing obsolescence
issues and is extremely effective in incorporating new
components for repair efforts while maintaining 100%
positive configuration control.”
 “The Contractor expertly managed spares and consumable
parts as part of the successful public-private partnership…”
 “The Contractor’s focus is on program execution,
affordability and the commitment to complete key milestones
on schedule, continuously improve the quality, and focus on
the customer's needs.”
In addition to instituting one-on-one feedback sessions between
employees and immediate supervisors twice a year, MFC
conducts an employee survey. This survey gauges employee
satisfaction and areas of concern. Results are tabulated and
distributed, and action plans are developed as trends emerge.
Surveying employees and taking responsive action has proven
very successful in measuring employee satisfaction and is an
ongoing process. Feedback from employees on this program was
very positive. Employees met commitments and provided an
enabling capability to the Warfighter; they felt extremely satisfied
with doing so. The Sniper ATP program in particular has been
successful in developing employee satisfaction. In the most recent
survey, Sniper ATP scored 6.6% better than the Corporation’s
already favorable score across six categories measuring employee
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40% of category score
Unique Metrics - Describe
unique metrics you are using
to measure your program’s
progress and how you focus it
for outstanding and future
success.
satisfaction.
In addition to the contract-required metrics mentioned above,
Lockheed Martin maintains a database of metrics that allow
program management to assess the health of the program and
implement improvements before the contract-required metrics are
affected. Below is a list of some of these metrics and how they
are used to drive program execution.
Depot Repair Operations
 Repair Turn-Around-Time – This is an overall measurement
of the depot repair system. Keeping TAT low increases the
quantity of spares available to fill field orders and reduces the
quantity of spares required in the pipeline to meet the FA rate.
 Repair processing time – The time it takes to induct hardware
into repair and place it back on the shelf after repair is a
measure of administrative support efficiency.
 Repairs awaiting parts – This is a measurement of supply
support efficiency. It tells what percentage of repairs are held
because a component was not immediately available when
needed for a repair.
 Bad from supply – The percentage of LRUs shipped to the
field that fail soon after installation into a Sniper ATP
measures the quality and effectiveness of the depot repair
process.
Transportation
 Shipping times from LM to the end user and back are
measured for both CONUS and OCONUS shipments. These
times are used to evaluate carriers in order to select the most
effective option for each location.
Organizational Level
 Order Time – This is the measurement of the time from when
a pod is identified as Non-Mission Capable (NMC) to when
an order is placed. This measures the USAF O-Level
performance and helps Lockheed Martin identify which units
may require additional assistance from Sniper ATP technical
support representatives.
 Repair Time – This measures the amount of time it takes the
O-Level maintainers to repair a NMC pod after the ordered
LRU is received. This also measures the USAF O-Level
performance and helps Lockheed Martin identify which units
may require additional assistance from Sniper ATP technical
support representatives.
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