1

Importance of CM/DM in the Current and Emerging DoD

Product Support Environment

Dr. Marilyn T. Gaska, Chief Engineer

and Michael “Bo” GourleyLogistics and Sustainment

Corporate Engineering and Technology

3 March, 2014

2

Agenda

• Performance Based Outcome Drivers

• CM/DM Enablers Across the Life Cycle

• CM/DM and the Digital Tapestry

• Enablers for Capability Management

3

Performance Based Outcomes

• Increased availability

• Reduced down time

• Improved affordability / cost management

4

History

• Shared data and corporate history as 1990s enabler - DARPA Initiative in Concurrent Engineering (DICE)

• Integrated toolset within engineering

• CAD/CAM systems and interfaces to manufacturing and logistics

5

DICE Star

• Sharing information

• Collocating people and programs

• Integrating tools and services with frameworks

• Coordinating the team

• Capturing corporate history

6

Current Environment

• DoD Integrated Product Support (IPS) elements

• Importance of Chief Information Officer

• Fleet management and agile development complexities

• Initial applications for sustainment driving policy

INTEGRATED PRODUCT SUPPORT

Design Interface

Product Support Management

Man

pow

er

& P

ers

on

nel

Su

pp

ly S

up

port

Su

sta

inin

gEn

gin

eeri

ng

Train

ing

&

Train

ing

Su

pp

ort

Packag

ing

, H

an

dlin

g,

Sto

rag

e &

Tran

sp

ort

ati

on

(P

HS

&T)

Facilit

ies &

In

frastr

uctu

re

Com

pu

ter

Resou

rces

Tech

nic

al D

ata

Main

ten

an

ce P

lan

nin

g&

Man

ag

em

en

t

Su

pp

ort

Eq

uip

men

t

Product Support is enabled by a package of 12 Integrated Product Support (IPS) elements designed to deliver system readiness and availability while optimizing system life cycle cost.

DoD IPS Elements

Chief Information Officer Scope

• DoD CIO Teri Takai, "Information is our greatest strategic asset"

• Data management part of business architecture

• System / data security / cyber focus

• Cloud as an enabler for data sharing

• Big data / analytics focus

• Automatic Identification Technology (AIT) and Internet of Things

Sustainment Driving Policy

• OSD Product Support Assessment (PSA) & Proof Point Study confirmed PBL value

• DoDI 5000.02 implements Better Buying Power 2.0 (“increase effective use of PBL”)

• Focus on affordability across the life cycle

The New Reality – Affordability and Resilience

Systems 2020 Vision

• Adversary can use commercial technologies and new tactics to rapidly alter the threat to US forces

• DoD engineering, and business processes not structured for adaptability

• New research, tools, pilot efforts needed to determine best methods for building adaptable defense systems

• Need faster delivery of adaptable systems that are trusted, assured, reliable and interoperable

Existing Gaps and Critical Needs

• Gap: Lack of a Conceptual Design Environment

• Gap: Lack of tools to integrate system modeling capabilities across domains

• Gap: Lack of open, virtual and realistic environment for validation and producibility analysis

• Need an integrated (i.e. cross discipline) framework for concept, design and analysis of systems based on standards, open architecture and existing COTS tool sets

© Copyright 2011 Lockheed Martin CorporationChris Oster, “The Lockheed Martin Digital Tapestry”, 2012 INCOSE Model Based Systems Engineering (MBSE) Workshop, Jacksonville, Florida.

11

Emerging Environment

• Revisiting 2013 Keynote

• Next Gen 3D printing and additive manufacturing

• Digital tapestry and Model Based Enterprise / Engineering (MBE)

• NIST efforts in revitalizing manufacturing

• Importance of standards / data quality / information management / DM/CM leadership

DoD Initiatives (Kratz, 2013)

• New national security priorities

• Joint Force 2020

• Lifecycle Management

• Performance Based Logistics (PBL)

• Better Buying Power 2.0

All these initiatives rely upon effective

enterprise-wide information

management

LS13-0294

13

3D Printing and 3D Simuation

• 3D printing and 3D pathfinding simulation technology

• Improve affordability and operational excellence throughout the entire lifecycle

• LM Space Systems Company examples - 2014

14• LM, 2014Creating an Integrated Model Based Enterprise

The Digital Tapestry

Integrated Data Management for Digital Tapestry

15

Digital Tapestry Transformation

• “Digital tapestry” as seamless digital environment

• Next-generation digital manufacturing technologies can extend throughout the lifecycle

• Driven by integrated Model Based Engineering (MBE)

tool set that keeps the digital data intact from conceptualization to realization

• Requires underlying CM/DM

16

Importance of Standards

• New industry standards vs. DoD

• Supplier integration

• Systems engineering

• Design data and operational data management

• Open systems profile to enable data interchange

17

Final Report MBE Subcommittee,Feb., 2011

18

Model Integration Through The Product Lifecycle

System Analysis ModelFirmware

/ Elect.Model

System Architecture

Model

System CONOPS

Model

Integrated Data Management Layer

SoftwareModel

System Cost

Model

System Test

Model

System Requirements

Concept Development

Concept Refinement

Technology Development

Engineering & Manufacturing Development

Production & Deployment

Operations & Sustainment

Integration of Major Hubs Achieved through

Integrated Data Management Layer

LifecycleCost

Model

Reliability Model

Bill of Materials

Mech. Analysis

Model

3D CAD Model

O&S Hub… TBD

Produc-ibility Model

Chris Oster, “The Lockheed Martin Digital Tapestry”, 2012 INCOSE Model Based Systems Engineering (MBSE) Workshop, Jacksonville, Florida.

19

Tom Hannon, “Evolving Lockheed Martin’s Engineering Practices Through the Creation of a Model‐centric Digital Tapestry”, NIST Model Based Enterprise Summit, 11-12 December, 2012

20

Data Quality / Information Management

• Pay up front or pay more later in long term sustainment costs

• Parallels for requirements / software

• Technical debt for poor CM/DM

• Cost of manual conversions / quality checks

21

CM/DM Leadership Opportunities

• Early involvement during design

• Part of product support management team

• Support better decisions

• Drive innovation made possible by CM/DM

22

Capability Management Vision

• Engineering baseline management – digital data / configurations

• Fielded baseline / asset management – where and what condition

• Reliability / field feedback and root cause analysis

• Modernization through spares / upgrades opportunities

• Supplier / industrial base / customer integration

23

Next Steps

• Accept the challenge

• Demonstrate value proposition / business case

• Be an integrated member of design / product support management / integrator team

• Be ready to support the next generation