A LOOK A LOOK INSIDEINSIDE

By Carl W. Hall

DCS Corp.

PURPOSE & PRINCIPLES PURPOSE & PRINCIPLES BEHIND PROCESS BEHIND PROCESS IMPROVEMENTIMPROVEMENT

CURRENTCURRENT POSITIONPOSITION

• DCS Process Improvement Lead at DCS Process Improvement Lead at AWLAWL

PRESENTATION OUTLINEPRESENTATION OUTLINE

• Fundamental Overview of A ProcessFundamental Overview of A Process• NAVAIR BPI Study 1998/1999NAVAIR BPI Study 1998/1999• F/A-18 AWL OverviewF/A-18 AWL Overview• Overview of CMMiOverview of CMMi• Overview of AirspeedOverview of Airspeed• ConclusionConclusion

WHAT IS A PROCESS?WHAT IS A PROCESS?

PROCESS n., a logical organization of people, procedures, and technology into work activities designed to transform information, materials, and energy into a specified result. A high level view of how work is accomplished.

Information,

Materials,energy

Specified Result

[i.e., Product or process or policy, etc.]

WBS1. Mgt establishes Mgt

Oversight Team1.1 Select Leader1.2 Select Members1.3 Charter1.4 Review Policy2.0 Mgt forms Working Grp.0

10

20

30

40

50

60

70

80

90

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

EastWestNorth

PROJECT LEVERAGE AREASPROJECT LEVERAGE AREAS

There are three major determinants which affect the success or There are three major determinants which affect the success or failure of a program. These are failure of a program. These are Product cost, schedule and Product cost, schedule and QualityQuality. The leverage areas are depicted in the triad. While . The leverage areas are depicted in the triad. While each area is important, process is the unifying factor in the each area is important, process is the unifying factor in the three.three.

PROCESS

PEOPLE

TECHNOLOGYTECHNOLOGY

WHY IS A PROCESS WHY IS A PROCESS IMPORTANT?IMPORTANT?

• ProcessProcess provides a methodology for provides a methodology for intelligently and efficiently integrating people, intelligently and efficiently integrating people, tools, procedures and technologytools, procedures and technology

• PeoplePeople usually are only as capable as they are usually are only as capable as they are trained to be sotrained to be so• Working harder and longer hours are not the solutionWorking harder and longer hours are not the solution• But working smarter and more efficiently using But working smarter and more efficiently using

processes is the Solutionprocesses is the Solution

• TechnologyTechnology applied without a supporting applied without a supporting infrastructure is disaster. It could bring the infrastructure is disaster. It could bring the expected benefits if the people are trained and expected benefits if the people are trained and if a process is applied judiciously.if a process is applied judiciously.

PROCESS MANAGEMENT PROCESS MANAGEMENT ASSUMPTIONSASSUMPTIONS

• The ultimate assumption verified by the The ultimate assumption verified by the military and commercial sectors is that the military and commercial sectors is that the QUALITY of a systemQUALITY of a system is highly influenced by is highly influenced by the the QUALITY of the processQUALITY of the process used to Design, used to Design, Development and Maintain the system.Development and Maintain the system.

• The cost, performance and delivery of systems The cost, performance and delivery of systems will all be improved when processes are will all be improved when processes are defined and used consistently across the defined and used consistently across the project.project.

NAVAIR BPI STUDY 1998NAVAIR BPI STUDY 1998

• Study initiated to improve our business practices under Study initiated to improve our business practices under the leadership of NAVAIR head, Admiral Lockhard.the leadership of NAVAIR head, Admiral Lockhard.

• Darrell Maxwell and Carl Hall co-chairs on Best Practices Darrell Maxwell and Carl Hall co-chairs on Best Practices Initiative (BPI) Software Development Strategy Core Initiative (BPI) Software Development Strategy Core Processes Team CP5-1 with Admiral J. Dyer manager.Processes Team CP5-1 with Admiral J. Dyer manager.

• One year to visit commercial and military sectors and One year to visit commercial and military sectors and determine a solution to improve our SSA business determine a solution to improve our SSA business practices. Briefing given to NAVAIR in Feb. 1999.practices. Briefing given to NAVAIR in Feb. 1999.

• I will present a portion of our committee’s research and I will present a portion of our committee’s research and findings today.findings today.

Site Visit Best Practices

Utilize the Software Engineering Institute Capability Maturity Model (SEI-Utilize the Software Engineering Institute Capability Maturity Model (SEI-CMM). CMM). Process improvements defined by the SEI-CMM Levels (1 through 5) Process improvements defined by the SEI-CMM Levels (1 through 5)

results in results in 30% productivity increase30% productivity increase for each level improvement. for each level improvement.Test costs shift from Test costs shift from 50% of the total costs to 30%50% of the total costs to 30% by improving from a by improving from a

Level 3 to a Level 5 organization.Level 3 to a Level 5 organization.30% reduction in defects30% reduction in defects for each Level improvement. for each Level improvement.

People are motivated to improve by Senior Management commitment and vision.People are motivated to improve by Senior Management commitment and vision.

An initial investment and reinvestment up to An initial investment and reinvestment up to 5% of the S/W product cost5% of the S/W product cost in in process improvement initiatives.process improvement initiatives.

Improve by using corporate leadership teams (SEPG’s, PAT’s, and SEC’s) to Improve by using corporate leadership teams (SEPG’s, PAT’s, and SEC’s) to motivate and encourage the development of processes and procedures.motivate and encourage the development of processes and procedures.

Integrate Systems and Software Engineering processes together.Integrate Systems and Software Engineering processes together.

Organizations with similar maturity levels work better together. Organizations with similar maturity levels work better together.

System Strategies for System Strategies for Tomorrow’s SuccessTomorrow’s Success

Process FocusProcess FocusTEAM willTEAM will reducereduce the the costcost of software development and maintenance through the of software development and maintenance through the use of use of disciplined processesdisciplined processes that are defined and implemented by both TEAM and that are defined and implemented by both TEAM and contractor organizations.contractor organizations.

Organization/Capabilities FocusOrganization/Capabilities FocusTEAM will TEAM will optimize and maintain the best skills mixoptimize and maintain the best skills mix within government and within government and industry, develop and maintain the industry, develop and maintain the core systemcore system software expertise within TEAM, software expertise within TEAM, and eliminate redundancies among the various system software entities. The system and eliminate redundancies among the various system software entities. The system software organization will be software organization will be flexible and responsiveflexible and responsive to the fluctuating to the fluctuating marketplace.marketplace.

Workforce FocusWorkforce FocusTEAM will TEAM will developdevelop a corporate a corporate cultureculture characterized by excellent communications, characterized by excellent communications, knowledgeable leadership, and commitment to employee professional and personal knowledgeable leadership, and commitment to employee professional and personal growth. Empowered employees use policy, documented guidance, and defined growth. Empowered employees use policy, documented guidance, and defined TEAM processes supported by training, in the fulfillment of their job TEAM processes supported by training, in the fulfillment of their job responsibilities. Our TEAM places value on, and works to maintain, responsibilities. Our TEAM places value on, and works to maintain, work forcework force continuitycontinuity in core capabilities. in core capabilities.

Guiding PrinciplesGuiding Principles

• Committee used 4 principles:Committee used 4 principles:1)1) Organized Organized abandonmentabandonment of: Products, Services, Processes, of: Products, Services, Processes,

Markets, & distribution channelsMarkets, & distribution channels2)2) Organize for Organize for systematic, continuing improvementsystematic, continuing improvement3)3) Organize a Organize a systematic and continuous exploitationsystematic and continuous exploitation, especially , especially

of its successes, the organization has to build a different of its successes, the organization has to build a different tomorrow on a proven daytomorrow on a proven day

4)4) Organize a Organize a systematic innovationsystematic innovation, that is, to create the , that is, to create the different tomorrow that makes obsolete and, to a large extent different tomorrow that makes obsolete and, to a large extent replaces even the most successful products of todayreplaces even the most successful products of today

• These Disciplines are not just desirable, they are These Disciplines are not just desirable, they are conditions for survivalconditions for survival

Probability of SuccessProbability of Success

(1) Capers Jones, Becoming Best In Class, Software Productivity Research, 1995 briefing(2) 1 Function Point = 50 SLOC ADA, 40 SLOC C++, 320 SLOC Assembly

0%

20%

40%

60%

80%

100%

120%

0 1 10 100 1000 10000 100000

SW Size (Function Points)

Pro

duct

Suc

cess

SEI 1 & 2 Success

SEI 3,4, & 5 Success

STRATEGIC GOALSSTRATEGIC GOALS

• Goal 1.1 – Implement the SEI CMM across all team software Goal 1.1 – Implement the SEI CMM across all team software organizationsorganizations

• Goal 1.2 – Goal 1.2 – Utilize Software Suppliers that are evaluated at Utilize Software Suppliers that are evaluated at Software CMM Level 3 or higherSoftware CMM Level 3 or higher

• Goal 2.1 – Establish Team Software Development Center of Goal 2.1 – Establish Team Software Development Center of Excellence. Team Software Development will be accomplished Excellence. Team Software Development will be accomplished by these Centersby these Centers

• Goal 2.2 – Goal 2.2 – Develop and maintain core system software Develop and maintain core system software expertise within Team that provides flexibility and skills which expertise within Team that provides flexibility and skills which enhance integrated government/industry software enhance integrated government/industry software development Teams.development Teams.

• Goal 2.3 – Provide Weapons Systems capability and readiness Goal 2.3 – Provide Weapons Systems capability and readiness through affective use of integrated government and through affective use of integrated government and contractor facilities and personnel throughout the life cyclecontractor facilities and personnel throughout the life cycle

• Goal 2.4 – Goal 2.4 – Provide funding and align budgets with approved Provide funding and align budgets with approved product life cycle financial management plansproduct life cycle financial management plans

• Goal 3.1 – Team is committed to the personal and professional Goal 3.1 – Team is committed to the personal and professional growth of employees. In turn, employees accept responsibility growth of employees. In turn, employees accept responsibility to play an active role in their growth.to play an active role in their growth.

• Goal 3.2 – Goal 3.2 – Improve Workforce Continuity in Software ExpertiseImprove Workforce Continuity in Software Expertise

75% ofNavalAviation

90% ofNavalAviation

F/A-18 AWL OVERVIEWF/A-18 AWL OVERVIEW

Now 2006 F/A-18s will be flying well into the second quarter of the 21st Century

Over 1300 aircraft, and still in production

F/A-18 IPT F/A-18 IPT MISSIONMISSION

MISSIONMISSION

“…“…To improve the warfighting capability of U.S. Navy, U.S. To improve the warfighting capability of U.S. Navy, U.S. Marine Corps and Foreign Military Sales F/A-18 & EA-18Gs.”Marine Corps and Foreign Military Sales F/A-18 & EA-18Gs.”

CHARTERCHARTER• Transform an operational need into a description of Transform an operational need into a description of

system performance parameterssystem performance parameters• Develop a system configuration through the use of an Develop a system configuration through the use of an

iterative process of definition, synthesis, analysis, iterative process of definition, synthesis, analysis, design, test, and evaluationdesign, test, and evaluation

• Integrate technical parameters and ensure Integrate technical parameters and ensure compatibility of all physical, functional, and program compatibility of all physical, functional, and program interfaces in a manner that interfaces in a manner that optimizesoptimizes the total system the total system definition and designdefinition and design

• Integrate reliability, maintainability, safety, Integrate reliability, maintainability, safety, survivability, and human engineering, into a total survivability, and human engineering, into a total engineering effort to meet cost, schedule, and engineering effort to meet cost, schedule, and performance objectivesperformance objectives

SCS LIFE CYCLE PHASESSCS LIFE CYCLE PHASES

AWL PRODUCTSAWL PRODUCTS

• System Configuration SetsSystem Configuration Sets• Additions to, and modifications of, over 10 million lines of software codeAdditions to, and modifications of, over 10 million lines of software code

• Acquisition Products - stand alone RDT&E projectsAcquisition Products - stand alone RDT&E projects• New technology radarsNew technology radars• Improved infrared sensor for air-to-air and air-to-ground combatImproved infrared sensor for air-to-air and air-to-ground combat• Reconnaissance systemReconnaissance system• Improve existing radars for air-to-air and air-to-ground combatImprove existing radars for air-to-air and air-to-ground combat• Plus additional, similar projectsPlus additional, similar projects

• Weapon IntegrationsWeapon Integrations• JDAM - All weather, GPS guided, precision bombJDAM - All weather, GPS guided, precision bomb• JSOW - Glider with bombletsJSOW - Glider with bomblets• Sidewinder (all-aspect, infrared guided, air-to-air missile)Sidewinder (all-aspect, infrared guided, air-to-air missile)• Stand-Off Land Attack Missile Enhanced Response (cruise missile)Stand-Off Land Attack Missile Enhanced Response (cruise missile)• And many moreAnd many more

• Fleet ResponseFleet Response • System problems and new, unpredicted threatsSystem problems and new, unpredicted threats

• 7 Foreign Military Sales customer requirements7 Foreign Military Sales customer requirements

The Advanced Weapons Lab, China Lake -- where Sensor / Smart Plane / Smart Bomb combinations are developed, and wired together to test their real-world, real-time performance - including full-scale, in-lab mock-ups prior to flying.

Now, let’s unpack that statement… Full-scale – because it takes a nanosecond (.000000001) for an electron to travel along 1 foot of computer cable. And, in digital warfare, nanosecond precision is essential. So, you must test with full-scale distances between sensors, plane, and bombs.In-Lab Mock-ups – because in-flight testing costs more than 25 times as expensive as in-lab, mock-up tests.Sensors – because these “eyes and ears” are our current technological edge.Smart Planes – because air power is the US’s preferred tool for power projection. Smart Bombs – because they’re more precise and limit collateral damage.Combinations – because there are nine sensors, seven airframes, and many kinds of weapons available to accomplish various missions.Wired together – because it takes integrated software to make the sensors, plane, and bombs talk to each other.Test real-world, real-time performance – because it’s all just theory until this happens, and it only happens at China Lake.

THE AWL IN DETAILTHE AWL IN DETAIL

On-Board

Sensors

PlaneWeapons

PilotNon-Threats

THREATS

Act

ive

RF

Infr

ared

& L

aser

Passive RF

Visual & Infrared

Off Aircraft Sensors – Seals, Satellites, other aircraft

Active RFData Links

Infrared

EW Suite

Reconnaissance

Radar

MissionCompute

r

Sidewinder

JSOW

JDAM

Laser Guided

Bomb

Cruise

Missile

Air-to-Air

Missile

Pilot

Interpret Threat Input

Find Possible Targets

Identify Target

Lock-on Target

Pass target to weapon

Fire weapon

Enroute weapon adjustments

Assess Damage

WIRED TOGETHERWIRED TOGETHER i.e., an example of i.e., an example of Weapons and Systems IntegrationWeapons and Systems Integration

Every eyeball , lightening bolt , and brain , represents a piece of software code written and tested in full-scale, in-lab mock-ups at China Lake.

IN LAB MOCK-UPSIN LAB MOCK-UPS

Reconnaissance

FLIR

EWSUITE

Actual F/A-18 avionics, computers, sensors, and controls

Network RADAR

China Lake Ranges

Pt Mugu Ranges

Access to open air rangeExisting range target set

Full scaleHi-fidelity simulation of aircraftReal, live targets

EfficientCost saving

EffectiveNon-intrusive testing

COMBINATIONSCOMBINATIONS

Infrared Targeting

Infrared Search

Radar

New generation Radar

Electronic Warfare Passive signal location & ID

Electronic Warfare Jamming and deceiving

Laser designation & tracking

Visual

Data link from other-aircraft, ground troops, ships, satellites, etc.

EA-18G

F/A-18 E/F

F/A-18 C/D

F/A-18 A/B

F/A-18 A+

Laser guided

GPS guided

Inertial guided

Radar guided

Infrared guided

Anti-radiation

Ballistic

Air-to-Air (In-close “dog fighting” & beyond visual range)

Anti-Ship

Bunker & Cave Penetrators

Anti-armor

Anti-personnelLots of possible combinations. But, each combination requires Weapons and Systems Integration; i.e., writing software code to make the sensors, plane, and bombs talk to one another. Over 10 million lines of software code, so far, in the F/A-18!

Typically 50 or more microprocessors in an aircraft requiring software

Aircraft operational flight programs.

Subsystem operational flight programs

Data files of threat characteristics

Weapon internal operational flight programs

SensorSensorss

PlanesPlanes WeaponsWeapons SoftwareSoftware

SENSORS AND NETWORK CENTRIC WARFARE

All targeting/sensor information is shared via high speed “data link” Gives battlefield commander excellent “picture” of battleGives aircrew “situational awareness” of all threats

Provides threat data that “own-ship” sensors can’t detectImproves survivabilityProvides many attack options

Efficient target location, identification, tracking, attack, and damage assessment

F/A-18F/A-18SOFTWARE SOFTWARE

SIZESIZE

0

10000

20000

30000

40000

50000

60000

Early A/B A/B Early C/D Late C/D Early E/F Late E/F*

KW

ord

s

* Estimated

PROGRESSION & GROWTHPROGRESSION & GROWTHOF F/A-18 WARFIGHTING CAPABILITYOF F/A-18 WARFIGHTING CAPABILITY

1993New Computers

1995

1997

2001

2003 - 2004

New capabilityRadar & Infrared

New reconnaissance capacity

Upgrade to Radar

C++ Language

UpgradeElectronic WarfareSuite

F/A-18E/F

Legacy 2019

Increasingcomplexity

Continued Foreign MilitarySales Upgrades

Next Technology

Lots of technological advances & technology insertion. New Network

Data Line

Upgrade toStores ManagementComputers

F/A-18 IPTF/A-18 IPTMANPOWER AND SPACEMANPOWER AND SPACE

MANPOWER

Civil service 240 man years

Local contractors 175 man years

On-site prime contractors 25 man years

Off-site contractors: 250 man years

(Boeing A&MS, Raytheon, & other contractors)

SPACE

Office (including on-site contractors) 72,887 square feet Hangar 5 49,680

Software Bldg 8,692

Foreign Military Sales (FMS) building 4,000

FMS Trailers 5,068

Test Support 1,848

Boeing 3,599

Laboratories 19,720 square feet

TESTED ON THE FINEST TESTED ON THE FINEST RANGES IN THE WORLDRANGES IN THE WORLD

                                                                     

                                            

                                                                                                         

     

• 353 Days of Unlimited Visibility a Year• Full Spectrum Testing• Joint Testing

WORLD CLASSWORLD CLASS

• Winner of the Winner of the CrossTalkCrossTalk 2001 Top 5 U.S. Government Quality Software Projects 2001 Top 5 U.S. Government Quality Software Projects• Awarded for 15C System Configuration Set.Awarded for 15C System Configuration Set.

• From From CrossTalkCrossTalk January 2002 “These top five projects were selected from 87 nominations in this first January 2002 “These top five projects were selected from 87 nominations in this first event. They demonstrate how competent software project teams go about building successful products”event. They demonstrate how competent software project teams go about building successful products”

• ““This is a very large, real-time operational system that has made significant improvement in This is a very large, real-time operational system that has made significant improvement in cost, schedule, and quality.” cost, schedule, and quality.”

• Dr. Jack Ferguson a Top 5 JudgeDr. Jack Ferguson a Top 5 Judge

• April 2005 F/A-18 AWL Software Development Task Team achieved a level 5 Maturity rating. April 2005 F/A-18 AWL Software Development Task Team achieved a level 5 Maturity rating. This is the very first in the Navy.This is the very first in the Navy.

AWL PROCESSESAWL PROCESSES

• F/A-18 SWDTTF/A-18 SWDTT• March 2005 – Achieved highest Software Capability March 2005 – Achieved highest Software Capability

Maturity Rating possible which is a level 5 They are only Maturity Rating possible which is a level 5 They are only organization in the Navy to have done so.organization in the Navy to have done so.

• Better than commercial industry in Cost/SLOC, when Better than commercial industry in Cost/SLOC, when normalized to DoD requirements, and continually normalized to DoD requirements, and continually improvingimproving

• Defined 110 processes used at the F/A-18 & EA-Defined 110 processes used at the F/A-18 & EA-18G AWL18G AWL

• Processes are documented in the Processes are documented in the “F/A-18 & EA-18G Advanced Weapons Laboratory Management and Systems Engineering Process Manual”

OTHER PROCESS DOCUMENTSOTHER PROCESS DOCUMENTS

System Life Cycle Plan

For F/A-18 Aircraft

F/A-18 MGMT & Systems Engineering Process Manual

Strategic Action Initiative (SAI)

AWL Training Plan

AWL PPQA Plan

AWL CM Plan

Projects Systems Eng. Mgt. Plan

PROCESS TAILORINGPROCESS TAILORING

TAILOR PROCESS

FOR PROJECT

Lessons Learned captured

Project Information

AWL’s Standard Process

External Outputs

Project’s DefinedProcess (SEMP)

Instantiate Forms

FUNCTIONAL REQUIREMENTS DOCUMENTFUNCTIONAL REQUIREMENTS DOCUMENT

FRDFRD

Functional Functional Requirements Requirements TreeTree

Functional Functional Requirements Requirements SheetsSheets

Operational Intent

Statement of Requirements

Statement of Functionality

Statement of Limitations

PROCESS MANAGEMENTPROCESS MANAGEMENT

• Methodology for defining, managing and Methodology for defining, managing and improving the AWL Standard processes improving the AWL Standard processes and templatesand templates

IMPROVE

ASSESS

DEFINEDEFINE

SDR PROCESSSDR PROCESS

Entry Criteria: Preliminary Agenda, CDRL items, Input (supplier): Preliminary FRD, Documentation, SCR held, Risks, Hazards, SCR package, CDRL, Traceability matrix, System Design Documents (informal, Design)

Responsibility Process

Block Manager

Design Agent

Task Team

SOR Team

FMS Case Manager

Exit Criteria: SDR actions & closure, Memo, Output (customer): Customer is review minutes, risks ID, SDR satisfied and feels the key issues dispositioned design is complete

Enter ExitPrepareSDRMaterialsAndPackage

Hold theSystemDesignReview

PresentInfo for each SOR

Prepare memo, minutes, action items

Signing Authority for SDR

CAPABILITY MATURITY MODEL CAPABILITY MATURITY MODEL integration (CMMi) v 1.1integration (CMMi) v 1.1

• The model consists of best practices that The model consists of best practices that address the development and maintenance of address the development and maintenance of products and services covering the product life products and services covering the product life cycle from conception through delivery and cycle from conception through delivery and maintenance.maintenance.

• Evolved from earlier Process ModelsEvolved from earlier Process Models• The Capability Maturity Model for Software (SW-The Capability Maturity Model for Software (SW-

CMM) version 2.0 draft CCMM) version 2.0 draft C• The Systems Engineering Capability Model (SECM)The Systems Engineering Capability Model (SECM)• The Integrated Product Development Capability The Integrated Product Development Capability

Maturity Model (IPD-CMM) version 0.98Maturity Model (IPD-CMM) version 0.98• Information Technology - Software life cycle Information Technology - Software life cycle

Processes (ISO/IEC 12207)Processes (ISO/IEC 12207)• Information Technology – Software Process Information Technology – Software Process

Assessment (ISO/IEC 15504)Assessment (ISO/IEC 15504)

CMMi STRUCTURECMMi STRUCTURE

Introductory Notes

* * * * *Process Area Process AreaProcess Area Process Area

CMMi

PurposeStatement

Related Process Area

Generic Goals

GenericPractices

Generic PracticeElaborations

SpecificGoals

SpecificPractices

Typical WorkProducts

Subpractices

WHY IS A MODEL IMPORTANT?WHY IS A MODEL IMPORTANT?

• A model provides a template for processesA model provides a template for processes• Structure in which to define a processStructure in which to define a process• Utilizes other organization’s successesUtilizes other organization’s successes• Provides organizations a common languageProvides organizations a common language• Framework for process improvement activitiesFramework for process improvement activities• Allows an organization to adopt model’s goalsAllows an organization to adopt model’s goals

• A model founded upon widely-accepted A model founded upon widely-accepted practicespractices• It has a proven track record of benefitsIt has a proven track record of benefits• Allows organizations to build on other’s successesAllows organizations to build on other’s successes

WHY USE CMMi?WHY USE CMMi?

• The purpose of CMMi:The purpose of CMMi: To provide guidance for To provide guidance for improving your organization’s processes and improving your organization’s processes and your ability to manage the development, your ability to manage the development, acquisition, and maintenance of products or acquisition, and maintenance of products or servicesservices

• CMMi is a Model by which, an organization can:CMMi is a Model by which, an organization can:• Examine the effectiveness of their processesExamine the effectiveness of their processes• Establish priorities for improvementEstablish priorities for improvement• Help guide an organization in the implementation of Help guide an organization in the implementation of

these improvementsthese improvements

• The Over-arching Purpose:The Over-arching Purpose: To help a business be To help a business be successful avoiding pitfalls experienced by other successful avoiding pitfalls experienced by other businesses and building on their successes.businesses and building on their successes.

How does Six Sigma relate to How does Six Sigma relate to CMM/CMMI?CMM/CMMI?

• Not a replacement for CMM/CMMI – Six Sigma works Not a replacement for CMM/CMMI – Six Sigma works with itwith it

• Six SigmaSix Sigma• Methodology to organize the tools of the tradeMethodology to organize the tools of the trade• Addresses the root causes of the lack of needed changeAddresses the root causes of the lack of needed change

• CMMI emphasis on what should be done not how to CMMI emphasis on what should be done not how to do itdo it

• Six Sigma supplies a specific how – method for applying Six Sigma supplies a specific how – method for applying measurement and analysis to problem solvingmeasurement and analysis to problem solving

• DMAIC – process improvement context of CMMI MADMAIC – process improvement context of CMMI MA• DFSS – tied to project execution viewDFSS – tied to project execution view• Six Sigma puts emphasis on understanding/managing Six Sigma puts emphasis on understanding/managing

performance outcomesperformance outcomes• CMMI puts emphasis on compliance activitiesCMMI puts emphasis on compliance activities

WHAT IS SIX SIGMA?WHAT IS SIX SIGMA?

LeanLean Six SigmaSix Sigma Theory of ContraintsTheory of ContraintsSpecify customer value Define Identify the Constraint

Identify value stream Measure Exploit the constraint

Achieve Flow Analyze Subordinate everything else to the constraint

Establish Pull System Improve Elevate the constraint

Seek Perfection Control Avoid inertia

Mathematical ConceptMathematical Concept

Control Variance and you control Quality of your processes & product

1 2 3 4 5 6 Sigma

1 2 3 4 5 6

Sigma

Yi

Yi+1

SLOC Yi+2

Yi+3

Yi+4

1 2 3 4 5 6 Defects

Variance = (Xi – M)2 Xi = Measurement (N – 1) N = Number of measurements M = Mean

i=1

N

15,000

20,000

25,000

30,000

35,000

40,000

FY04 FY05 FY06 FY07 FY08 FY09

CIV

/ M

IL /

CSS

EN

D-S

TREN

GTH

PROJECTED WORKFORCE REQUIREMENT BEFORE PRODUCTIVITY IMPROVEMENTS

WORKFORCE REQUIREMENTWITH PRODUCTIVITY IMPROVEMENTS

NAVAIR AIRSpeedNAVAIR AIRSpeed

AIRSpeed PRODUCTIVITY APPROACH

IMPLEMENT BEST COMMERCIAL PRACTICES TO MAXIMIZE RESOURCE INVESTMENTS:

• LEAN• SIX SIGMA• THEORY OF CONSTRAINTS

DEPLOY TRAINING PLAN COMPETENCIES/PEOs SEMDP CIRRICULUM NEW HIRES

INTEGRATE WITH WORKFORCE SHAPING AND NCDPs TO MAXIMIZE ENABLING EFFECT

INTERFACE WITH ERP, IMD & TPTK

Everyone Understanding It and Using It Every Day

NAVAIR AIRSpeed NAVAIR AIRSpeed Six Sigma Deployment Six Sigma Deployment

NAVAIR AIRSpeed(LeanSixSigma)• Corporate/Competency Processes • Led by AAG/EDB Guidance• Enabled by AIRSpeed Core Team• Links with Enterprise & Depot AIRSpeed• Pull by Competencies/PEOs

Depot AIRSpeed(Lean, Six Sigma, TOC)• Depot-Wide• Led by COs/AIR-6.0• Depot processes only• Rollout to 3 sites • Processes as required

Enterprise AIRSpeed(Lean, Six Sigma, TOC)• Fleet-Wide Repair Sites & Processes• Led by O-6 ESC• O-I-D + Supply Chain• Links to NAVRIIP • Rollout schedule • AIR-3.3 Coord. Office

NAVAL AVIATION ENTERPRISE

AIRSpeed

LeanSixSigmaGeorge Group

AIRSpeed is the AIRSpeed is the application application of Lean, Six Sigma, and Theory of Constraints tools to increase of Lean, Six Sigma, and Theory of Constraints tools to increase productivity and efficiency.productivity and efficiency.

All Employees• Understand vision• Apply concepts to

their job and work area

• Owns vision, direct, integration, results

• Leads change

• Project owner

• Implements solutions

• Owns financial results

• Part time as part of job

• Trains and coaches Black Belts and Six Sigma Green Belts

• Leads large/complex projects

• Full time• Leads and Facilitates

problem solving

• Trains and coaches Project Teams

• Full-time

• Participate on Black Belts teams and/or lead small projects

• Part time on projects

• Provide project-specific support

• Part time

• Leads business unit performance improvement

• Full time

DeploymentDeploymentChampionsChampions

ProjectProjectSponsorsSponsors

MasterMasterBlack BeltsBlack Belts

Project TeamProject TeamMembersMembers

Executives /Executives /BU LeadershipBU Leadership

Green BeltsGreen Belts Black BeltsBlack Belts

SIX SIGMA DEPLOYMENTSIX SIGMA DEPLOYMENT

THE PROCESSTHE PROCESS3 Distinct & Separate & Independent Processes3 Distinct & Separate & Independent Processes

Proposed ProjectIdeas

Rack & StackGrade Projects

AssignProject Sponsor

Identify TeamSelect Projects

Top DownValue Streams

Bottoms-UpIdeas

Project Creation/Selection/Preparation(Continuous)

Responsible: MBB, DC, Level IIs, PS

ContinuouslyMeasure

ReassessRestudy

AssignBlackBelt

Conduct StudyDMAIC

Replicate

Active Study

Responsible: MB, BB, TMs, PS, DCResponsible: PS, Org

Sustainment

Blackbelt Departs

Team members DepartCharter

&Team

Projects(maybe)

BlackBeltGeneration

process

1

3

2

NAVAIR AIRNAVAIR AIRSpeedSpeed BENEFIT BENEFIT CategoriesCategories

• Type 1:Type 1: Hard savings can be readily Hard savings can be readily identified to BLIs for return to Navy/DoD for identified to BLIs for return to Navy/DoD for recapitalizationrecapitalization

• Type 2:Type 2: Resources are freed-up that may be Resources are freed-up that may be re-assigned to other value-added workre-assigned to other value-added work

• Type 3:Type 3: Intangible benefitsIntangible benefits

ImproveImprove

DMAIC Road MapDMAIC Road Map

ControlControlMeasureMeasureDefineDefine AnalyzeAnalyze

Kaizen, 5S, NVA Analysis,Generic Pull Systems,

Four Step Rapid Setup Method

Kaizen, 5S, NVA Analysis,Generic Pull Systems,

Four Step Rapid Setup Method

Identify and Implement Quick Improvements with KaizenIdentify and Implement Quick Improvements with Kaizen

CONCLUSIONCONCLUSION

• Judicious and intelligent use of processes can Judicious and intelligent use of processes can help to achieve business goalshelp to achieve business goals

• Processes have a proven record in industry Processes have a proven record in industry and the military sectorand the military sector

• AIRSpeed and CMMi are not in conflict but are AIRSpeed and CMMi are not in conflict but are supplemental to each othersupplemental to each other

• If we are to survive in the future as leaders, we If we are to survive in the future as leaders, we must integrate processes into our business must integrate processes into our business practices.practices.