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Naval Sea Systems Command Small Business Innovation
Research Program
2016 SBIR/STTR Transition Program (STP) Kickoff
15 July 2015
Dean Putnam NAVSEA SBIR Program Manager SEA 05T1R202-781-3261, dean.r.putnam@navy.mil
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Naval Sea Systems Command
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We design, build, deliver and maintain ships and systems on time, on cost for the United States Navy.
We are the Nation’s team accountable for the health of its Navy• We must purposefully operate to ensure the U.S. Navy can protect and
defend America.• We must be supported by a modern, efficient industrial base.• We must be a world-class employer of choice that inspires innovation.• We must set the value-added standard for acquisition, engineering,
business and maintenance.
Mission:
Vision:
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NAVSEA Org Chart
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NAVSEA SBIR PO
NAVSEA SBIR Functional Organization
NAVSEA Program Office
PEO CVTM
Blenda Gatelyblenda.gately@navy.mil
PEO IWSTM
Douglas Markerdouglas.marker@navy.mil
PEO LCSTM
Patrick Karvarpatrick.karvar@navy.mil
PEO SHIPSTM
Robert Mitchellrobert.t.mitchell@navy.mil
PEO SUBSTM
Patrick Tylerpatrick.a.tyler@navy.mil
NAVSEA Dir TM
Ryan Shealyryan.shealy@navy.mil
NAVSEA SWG
NAVSEA BoD
NAVSEA SBIR PMDean Putnam
dean.r.putnam@navy.mil
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Focuses on the design, construction, delivery, and conversion of submarines and advanced undersea and anti-submarine systems
Focuses on the design, construction and delivery, and life-cycle support of all aircraft carriers and the integration of systems into aircraft carriers.
Manages surface ship and submarine combat technologies and systems, and coordinates Navy Open Architecture across ship platforms.
Responsible for acquiring and maintaining the littoral mission capabilities of the LCS class ship.
Manages acquisition and complete life-cycle support for all U.S. Navy non-nuclear surface ships.
Focuses on the design, construction, delivery, and engineering needs for SEA05, SOCOMs, EOD and Divers
NAVSEA
SBIR Success At-Sea SSTD TEST
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Small Businesses Involved
PEI Anti-Torpedo Torpedo (ATT) Launcher
SEACORP Launcher Mechanism
In-Depth Engineering Software Algorithms
3 Phoenix Detection and Targeting System
SBIR Success story – Supporting Real World Need for ATT
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Strong
Strong
*Wea
k Ti
esTies
Ties
Problem
Weak Ties
Between
Small Business
And Government
Opportunity Ensure Government
Leadership knows thatOpen engagement with
Small Business is:-Allowed-
-Encouraged--Valuable-
False sense of legalistic rules prevents full engagement between Government and Small Business
Key to getting the most value from Small Business is to Increase Communications
IMPROVING SMALL BUSINESS ENGAGEMENT
Understand the End User’s Need
• You have a great product, but does the end user need it?– If your device is 10x better than what is currently being used, but the current
device meets the requirement, they aren’t likely to use your technology unless there are cost and/or weight savings
• Form, Fit, Function– You may meet the need, but do you satisfy the systems requirement?
• Does it meet their timeline for insertion?– Acquisition Schedule, Block upgrade, Software drop, Platform service life
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Demonstrate the Value You Bring
• PEO/PMS programs are driven by– Cost savings– Weight savings– Capabilities – Space savings
** How Can You Help?
• Know your end user and establish relationships– Prime– Supplier– Government
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What is Your Plan?
• Business– Develop a Business Plan
• What do you want / don’t want to do? • How does it support the customer’s need?
• Marketing– Scientists & Engineers – Technical Detail– Program Managers – Business / Acquisition Details
• Production / Insertion– Via a Prime– License to a Navy producer– Flexibility in data rights negotiation
• Technology Transition Strategy– Know who has authority to transition your product– Clearly identify schedule, milestones, funding for transition– Consider CRP and TTAs with your TPOC
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Start Planning your Transition Strategy at the Beginning of Phase II. You Cannot Transition Without the Support of the PEO or Prime
Transition to Phase III and into Acquisition
• Again… Know your customer’s needs
• Demonstrate the value you bring – business case analysis showing better/faster/less expensive
• Have a flexible business model – be prepared to contract as a prime to the Navy or as a subcontractor to a Navy prime, or to license your technology to a producer
• Keep your TPOC engaged– TPOCs are your government gateway for Transition
You are Your Own Greatest Advocate:Search for opportunities & market your technologies
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Responsibilities of the Small Business in Phase II
• READ YOUR CONTRACT• Phase II work should build on the work completed in Phase I and
should focus on technology development for prototype• Companies are responsible for several deliverables throughout the
duration of Phase II:– Monthly Progress Reports (monthly for duration of effort, first report due at
35 days after contract award)– Program review (every six months with final review 30 days from end of
contract)– Preliminary Report for base and each option (45 days prior to contract
close)– Final Report for base and each option (30 days after contract or mod
closes)– Project-Specific Deliverables per CDRLs (TPOC and SBC should define
what deliverables are required at the kickoff)
• Ensure that performance is in compliance with contract requirements (quality, cost, schedule, report markings, and report distribution)
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People You Need to Know
• TPOC – gateway into the Government
• COR – reviews invoices against cost proposal and reports to Contracting Officer
• Contracting Officer – responsible for all contracting actions and any changes
• Program Office Representative – usually sets requirements for transition
• Technology Manager (TM) – manages SBIR efforts across the PEO (could assist in other transition targets)
• Technical Warrant Holder (TWH) – gateway for technology insertion gateway for Navy platforms
SBC should know them by name
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Summary of Key Points
• SBIR Programs are effective resources successfully bringing small business technological innovation to the Navy
• Market your technology while in Phase II to acquisition programs and elsewhere to commercialize or transition to Phase III and into the acquisition process
• NAVSEA has an excellent Phase III technology transition record
• Ensure your compliance with contract performance requirements
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BACKUP
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“The Power of SBIR!”
Technology InsertionAnd modernizationBudgets• Develop once use many places • Instant market for SBIR products / processes
CCSM
DarlingtonSCS C4I & IM&M Technology Combined Operations Wide
Area Network
Planning SystemsGCCS Development &
COTS Applications
DSRAdvanced Information
SystemsSoftware Migration Legacy
Trainer
Photonics Mast Workstation
STERN / PROPULSION
CSCArray Improvement
VIRGINIA Class Submarine
WEAPON LAUNCH, STOWAGE & HANDLING
ProgenyTools for VME InteractiveAcoustic Analysis Process
Multi Tube Weapon Simulator
Common Weapon Launcher
PRESSURE HULL
CompudriveElectromechanical Actuator and COMT
AUXILIARY MACHINERY ROOM
NoesisHigh Performance
Brushes Technology
MSIAcoustics Sensors
RITE-Solutions
MikelAdvanced Software
Trident SystemsMobile Computing for
Submarine Applications
TCNOA Concepts
Acquisition Coverage• Blanket coverage by Major Ship programs
• Local coverage by PMOs
Leadership Commitment• PEO leadership recognizes
value• SBIR is centerpiece of SB
program in TSUB
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PEO LCS SBIR Technologies
SBIR Technologies for DDG 51 Class ShipsSBIR Technologies for DDG 51 Class Ships
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Energy Dashboard Fuel Management
Decision Aid
Flight Deck Safety Nets
Bulkhead Shaft SealOn-line Wireless
Vibration Monitoring
Corrosion Preventative Coverings
High Load Roller Bearing
LED Lighting
High Temperature Superconducting
Degaussing
Energy Storage Flexible
Infrastructure
NAVSEA Footprint
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