INNOVATIONS IN AMERICAN GOVERNMENT

B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED ATU.S. ARMY AVIATION &

MISSILE COMMAND, AUTOMATIONDIVISION-INTEGRATED MATERIEL

MANAGEMENT CENTERREDSTONE ARSENAL, AL

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

1998 Award Winner

DECEMBER 2004

This report was produced by the Office of Naval Research’s BestManufacturing Practices (BMP) Program, a unique industry and governmentcooperative technology transfer effort that improves the competitiveness ofAmerica’s industrial base both here and abroad. Our main goal at BMP is toincrease the quality, reliability, and maintainability of goods produced byAmerican firms. The primary objective toward this goal is simple: to identifybest practices, document them, and then encourage industry and governmentto share information about them.

The BMP Program set out in 1985 to help businesses by identifying,researching, and promoting exceptional manufacturing practices, methods, and procedures in design,test, production, facilities, logistics, and management – all areas which are highlighted in theDepartment of Defense’s 4245.7-M, Transition from Development to Production manual. By fosteringthe sharing of information across industry lines, BMP has become a resource in helping companiesidentify their weak areas and examine how other companies have improved similar situations. Thissharing of ideas allows companies to learn from others’ attempts and to avoid costly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such as this atthe U.S. Army Aviation & Missile Command, Automation Division – Integrated Materiel ManagementCenter at Redstone Arsenal, Alabama, conducted during the week of December 6, 2004. Teams of BMPexperts work hand-in-hand on-site with the company to examine existing practices, uncover bestpractices, and identify areas for even better practices.

The final survey report, which details the findings, is distributed electronically and in hard copy tothousands of representatives from industry, government, and academia throughout the U.S. and Canada– so the knowledge can be shared. BMP also distributes this information through several interactiveservices which include CD-ROMs and a World Wide Web Home Page located on the Internet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies at their discretion.

With the downsizing of the Department of Defense that started in the late 1980s, it was incumbentupon agencies, including the U.S. Army, to explore ways of accomplishing its mission with fewer humanresources. The U.S. Army Aviation & Missile Command Integrated Materiel Management Center’s(IMMC’s) Automation Division developed information technology solutions to improve IMMC businessprocesses to support the Army Materiel Command’s vision to foster the logistics requirements of thesoldier in the field. These automated solutions have enabled the Army to accomplish its mission bysaving time and money.

The BMP Program is committed to strengthening the U.S. industrial base. Survey findings in reportssuch as this on the U.S. Army Aviation & Missile Command, Automation Division – Integrated MaterielManagement Center expand BMP’s contribution toward its goal of a stronger, more competitive, globally-minded, and environmentally-conscious American industrial program.

I encourage your participation and use of this unique resource.

Anne Marie T. SuPrise, Ph.D.DirectorBest Manufacturing Practices

F o r e w o r d

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U.S. Army Aviation & Missile Command,Automation Division-Integrated Materiel Management Center

1. Report SummaryBackground .......................................................................................................... 1Point of Contact: .................................................................................................. 1

2. Best Practices

DesignAircraft Flight Record............................................................................................ 3Digital File Management System ......................................................................... 3Multi-User Engineering Change Proposal Automated Review System ............. 4Munitions History Program .................................................................................. 4

ManagementCustomer Focused Software Change Request ...................................................... 5Information Technology Help Desk ....................................................................... 5Property Book......................................................................................................... 6Transportation On-Line Logistics System............................................................ 6WebDesk ................................................................................................................. 7

3. Information

DesignOracle Lite .............................................................................................................. 9Parts Tracker ........................................................................................................ 10

ManagementDisaster Recovery Plan........................................................................................ 10Monthly Tracking of Logistics Customer Support ............................................. 11MEARS Software Quality Assurance ................................................................. 11

C o n t e n t s

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U.S. Army Aviation & Missile Command,Automation Division-Integrated Materiel Management Center

APPENDIX A - Table of Acronyms ......................................................................... A-1APPENDIX B - BMP Survey Team .......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates ......................... C-1APPENDIX D - Program Manager’s WorkStation ............................................... D-1APPENDIX E - Best Manufacturing Practices Satellite Centers .................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence .........F-1APPENDIX G - Completed Surveys ......................................................................... G-1

C o n t e n t s (Continued)

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U.S. Army Aviation & Missile Command,Automation Division-Integrated Materiel Management Center

Figures

Figure 2-1. WebDesk Architecture ....................................................................................... 7Figure 3-1. Mobile Server Environment ............................................................................. 9Figure 3-2. Disaster Recovery Architecture ...................................................................... 10

F i g u r e s

S e c t i o n 1

Report Summary

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Background

With the downsizing of the Department of Defense(DoD) that started in the late 1980s, it was incum-bent upon DoD agencies, including the U.S. Army,to explore ways of accomplishing its mission withfewer human resources. The U.S. Army Aviation& Missile Command (AMCOM) Integrated MaterielManagement Center’s (IMMC’s) Automation Divi-sion developed information technology solutions toimprove IMMC business processes to support theArmy Materiel Command’s vision to foster the lo-gistics requirements of the soldier in the field.These automated solutions have enabled the Armyto accomplish its mission by saving time and money.

Segments of the Automation Division came on-board gradually, with the IMMC Help Desk comingfirst and the New Technology and Applicationsgroups coming on-board soon after. In 1990, theIMMC Automation Division decided to start auto-mating some of DoD’s business processes. The de-cision was made to automate the engineering changeprocess by allowing for the creation, review, andapproval of Engineering Change Proposals (ECPs).The Patriot Project Office was the first reimburs-able customer to begin using the Multi-User ECPAutomated Review System (MEARS). Over the last14 years, MEARS has evolved from the originalWindows application to a robust, web-based appli-cation. Since its inception, MEARS has been com-mitted to exceptional maintenance and support.Several major revisions to the original software (onaverage, two per year) have been made to provideadditional functionality and enhancements to sup-port an ever-changing user environment. Usersfrom all over the world can log-on to the MEARSserver and review ECPs, Requests for Deviations,Requests for Waivers, Notices of Revisions, andSoftware Change Notices. Approximately 3,000MEARS users support organizations within the Navy,Army, Coast Guard, Marine Corps, Missile DefenseAgency, Defense Contract Management Agency, andprivate industry as well as foreign national foreignmilitary sales customers. In the mid-1990s, MEARSwas named a DoD “best of breed” solution.

Over the years, the Automation Division also be-gan to address other business processes by develop-ing applications that focus on inventory, budget,workflow, and other processes currently being usedat the IMMC and other agencies as well. Some ofthese applications are WebDesk, a state-of-the-artportal that provides custom software solutions forIMMC’s clients; Property Book, a precise propertytracking tool that increases accountability and re-duced property loss; the Digital File MaintenanceSystem that digitally manages files and generates astandardized and sequential log number; the Infor-mation Technology Help Desk that contains manyone-of-a-kind features; and the Parts Tracker toolthat reduced schedule slippages and 575 man-hoursper month in the refit of helicopters. The IMMCAutomation Division gladly shares these applicationswith other agencies on a reimbursable basis.

The Automation Division continues to add auto-mated capability to other business processes to im-prove troop support. MEARS has major plans toadd functionality, new forms, and new processes overthe next two years and beyond. MEARS has a flex-ible outlook on its future development and encour-ages its users to make suggestions to help it bettermeet customer requirements now and in the future.The BMP survey team congratulates the IMMCAutomation Division and MEARS and considers thepractices in this report to be among the best in in-dustry and government.

Point of Contact:For further information on items in this report,

please contact:

Mr. John RogersMEARS Program ManagerAMSMI-MMC-MM-LI / Bldg 5301 / Room 1123Redstone Arsenal, Alabama 35898Phone: (256) 842-0867Fax: (256) 313-2144Cell: (256) 683-0039E-mail: john.rogers@redstone.army.milWeb site: http://mears.army.mil

S e c t i o n 2

Best Practices

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Design

Aircraft Flight Record

Creative use of a Windows Compact Environmentweb-based system that is linked to a master flight recorddatabase has enabled Army flight personnel to dra-matically reduce man-hours needed to meet Army fielddata collection requirements. This system ensures thatflight crews have the latest available aircraft condi-tion, abnormalities, and deficiencies.

The complete record of all flight history for anyaircraft — military or commercial — is essentialfor proper aircraft maintenance, safety, flight mis-sion profile, aircraft operating parameters, andflight crew information. The U.S. Army Aviation& Missile Command (AMCOM) Integrated Mate-riel Management Center (IMMC) developed a Win-dows Compact Environment web-based system thatallows all flight data history for any aircraft to bedownloaded from a centralized master database toa personal computing device (e.g., a Personal Digi-tal Assistant [PDA]). The system is designed withan interface to the U.S. Army’s Enhanced LogbookAutomation System (ELAS), an extensive militaryreporting system necessary to meet Army field-data collection requirements. Before any flightmission begins, the flight crew logs-on to a webserver and downloads the history of that particu-lar aircraft to a portable device (e.g., a USBmemory stick). The information is then transferredto the crew’s PDA. Pop-up screens are built intothe software program and guide the crew througha set of standard (but customizable and editablemenus) for all pre-flight data input, mission pro-file, and other pertinent flight information.

IMMC’s pocket PC system ensures that the air-craft crew has access to outstanding maintenanceissues that, while not flight critical, can have aneffect on the particular upcoming flight or mission.As in-flight events occur, the flight crew can inputflight or aircraft abnormalities into the PDA for fu-ture download to the ELAS system. At the comple-tion of the flight or mission, all updated informa-tion is downloaded for future use by other flight

crews, logisticians, and maintenance personnel asrequired. The IMMC’s Aircraft Flight Record sys-tem has dramatically reduced data entry times forpersonnel and provides current and accurate dataon all aircraft.

Digital File Management System

The U.S. Army Aviation & Missile Command In-tegrated Materiel Management Center implementeda Digital File Management System that allows us-ers to browse, search, and store files to a centrallylocated database. The Digital File ManagementSystem improved search capability and reduced se-curity violations and system maintenance costs.

One of the functions provided by the U.S. ArmyAviation & Missile Command (AMCOM) IntegratedMateriel Management Center (IMMC) is to manageand store digital files (e.g., Word, PowerPoint, JPEG,etc.). Previously, IMMC’s file management processhad an inconsistent file numbering system and wasdifficult to use because it required an IMMC staffmember to manually log, store, and search files.When users needed files stored, they had to com-plete a request form. An IMMC staff member loggedthe request into a logbook (a physical binder, not indigital format) and assigned it a tracking number.Since the logbook was not digitally maintained, itwas difficult to search for files previously stored,not knowing by whom and where each file wasstored. When searching for a file, an IMMC staffmember shared his/her system password and ac-cess with other staff, creating a serious security risk.

In early 2004, IMMC launched the Digital FileManagement System (DFMS), a web-based applica-tion that digitally manages files and generates astandardized, sequential log number. Users canbrowse, search, and store files to a centrally locateddatabase. IMMC staff can browse the file list thatcan be sorted by file name, title, or requester tosearch for a specific file using keyword(s) and/or alog number.

The DFMS significantly reduced security viola-tions and maintenance costs and improved the se-curity of stored files. With digital files maintained

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at one central location, the need to share systempasswords and access with other staff has been elimi-nated. The file administration option allows thestaff to limit accessibility by others, and processingand search time has been improved by 85%.

Multi-User Engineering Change ProposalAutomated Review System

The Multi-User Engineering Change ProposalAutomated Review System is a government-off-the-shelf, web-based software application used to pro-cess engineering change documents. The system hasreduced average processing time from 30 to 45 daysto 3 days.

The U.S. Army Aviation & Missile Command(AMCOM) Integrated Materiel ManagementCenter’s (IMMC’s) Multi-User Engineering ChangeProposal (ECP) Automated Review System(MEARS) is a web-based software application usedto process ECPs, Requests for Waivers (RFWs), andRequests for Deviations (RFDs). MEARS has helpedmanagers monitor and manage the engineeringchange process.

The MEARS was developed as a result of the De-partment of Defense’s (DoD’s) Continuous Acquisi-tion and Life-cycle Support (CALS) initiative and wasconceived from a set of CALS Cost Benefit AnalysisStudies performed in FY90 by the U.S. Army Mis-sile Command’s CALS Office. These studies dem-onstrated potentially large savings in ECP automa-tion. A prototype of MEARS was demonstrated inAugust 1991, with Version 1.0 being released inSeptember 1993. The latest version, 9.3.b, was re-leased in November 2004.

The MEARS enables engineering change docu-ments to be electronically created, reviewed, ap-proved or disapproved, integrated, and archived.Users can import documents from outside sourcesinto MEARS. The documents can be viewed in ECPs,RFWs, and RFDs using hypertext provided byInternet web browsers. ECP reviewers can add com-ments to the ECP, RFW, or RFD, and recommendapproval or disapproval of the documents. If draw-ings are attached, reviewers can electronically markup drawings by adding circles, boxes, lines, and/orarrows with comments. Reviewers look at com-ments made by other reviewers and make their owncomments and recommendations. This ensures themaintenance of an ECP’s complete history.

The MEARS reduced ECP review time by 85% andprocessing time from an average of 30 to 45 days toan average of 3 days; improved efficiency by usingan integrated drawing tool, MEARSVue; loweredprocessing costs by eliminating paperwork duringthe review process that resulted in an annual sav-ings of $85K in paper cost alone; and improved effi-ciency in approving changes by integrating engineer-ing drawings, sketches, charts, and documents witha built-in image viewer.

Munitions History Program

The U.S. Army Aviation & Missile Command In-tegrated Materiel Management Center developed andimplemented a unique, web-based Munitions HistoryProgram for commodities that require continuousverification of product condition, limitation, shelf-life, or usability factors. This program ensures us-ers that the latest and most consistent data require-ments are being used and that product informationis consistent from location to location.

The tracking, physical condition, and restrictiveuses of products are problems faced by many indus-tries and commodity logistics personnel. The U.S.Army Aviation & Missile Command (AMCOM) Inte-grated Materiel Management Center (IMMC) devel-oped and implemented the web-based Munitions His-tory Program to track the conditions and limitationsof all munitions used by the Army worldwide.

IMMC’s Munitions History Program was launchedin mid-2004 and replaced a paper-based system thatwas field generated for each commodity inspectedand documented. The paper-based system was proneto errors because various field personnel entereddata, used different methods to gather data and, attimes, omitted data. Field inspectors/quality assur-ance personnel would inspect munitions, note thepertinent munitions conditions, limitations, etc. onthe appropriate form, and then transport that in-formation to another site for data entry into a maindatabase. Because of the high volume and variabil-ity of a product and the world-wide dispersion ofproduct locations, often the reports were inadvert-ently mixed with the wrong munitions, giving in-correct information to the warfighter. Since thedata existed in many separate locations and formats,appropriate personnel could not cross-query or ex-change data for possible problem resolution orproper management planning.

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IMMC’s Munitions History Program eliminatesmost of the problems that were inherent in the pa-per-based system. The web-based program is hostedon Oracle web-to-go (also know as Oracle-Lite data-base), and the server information files are devel-oped off-line for all individual commodities requir-ing condition/limitation inspections and whatinspection criteria are to be followed. This informa-tion resides on a main database server remotelylocated from the actual inspection sites. As fieldinspectors/quality assurance personnel (who may beat a remote location anywhere around the world)prepare for an inspection, they can download theinspection criteria for a particular commodity theyare authorized to inspect. Password protection andunique user identification codes prevent the inad-vertent field downloading of wrong source docu-ments. The person performing the actual inspec-tion/quality assurance function now uses the latestdatabase information/inspection criteria. The re-quired data inputs reside on the inspector’s laptop,handheld, or personal computing device being usedin the field. Immediately after the physical com-modity inspection, the inspection data is synchro-nized with the main database files via Internet con-nectivity. This ensures that the information on allmunitions is current and can be shared with otherexternal information systems as required.

Management

Customer Focused Software ChangeRequest

Innovative use of an automated, electronic engi-neering change proposal processing system has en-sured customer input and focus for software upgradesto the Multi-User Engineering Change ProposalAutomated Review System. Similar use of such asystem, with customers providing comments andvotes, provides the potential for other software in-tensive systems for organizations interested in meet-ing customers’ evolving needs.

The U.S. Army Aviation & Missile Command(AMCOM) Integrated Materiel Management Center(IMMC) instituted an electronic engineering changeproposal (ECP) process that relies on customer sup-port to reduce cycle time and improve ECP process-ing. The Army received an average of five customer

requests a week (typically by e-mail) for softwareenhancements; however, no formal tracking systemexisted for these requests. Prior to mid-2004, en-hancements were implemented without customerparticipation and awareness of how various changesaffected other customers.

To make the process and associated software toolmeet or exceed evolving customer needs, the Armymade upgrades to the software tool in the existingECP process and allowed their customers to be vot-ing members of the configuration control board.This enabled the Army to use the benefits and fea-tures of the Multi-User ECP Automated ReviewSystem (MEARS) to handle change requests. Us-ers/customers in geographically dispersed locationsprovide comments and input on all proposedchanges. With concurrent review of proposed up-grades and quick consolidation of comments, cus-tomers can influence the direction of the tool theyuse. The MEARS manager monitors the engineer-ing change process and potential customer issues

IMMC’s innovative approach to customer softwarechange requests requires no additional training orresources because it duplicates a common processalready used in the ECP process. With all custom-ers participating, the Army meets most of its cus-tomers’ needs without unforeseen impact on a par-ticular user/customer. This collaborative processensures customer “buy-in” to the evolving MEARSprocess and helps MEARS management determineupgrade investment priorities.

Information Technology Help Desk

The U.S. Army Aviation & Missile Command In-tegrated Materiel Management Center’s innovativefeatures of its web-based Information TechnologyHelp Desk schedules, tracks, and provides manage-ment tools needed to focus resources where they willprovide optimal payback.

The U.S. Army Aviation & Missile Command(AMCOM) Integrated Materiel ManagementCenter’s (IMMC’s) Information Technology (IT) HelpDesk is a web-based, multi-tiered system that pro-vides advanced support to a geographically diversegroup of users. With rapid advances in technologyand the outbreak of hostilities around the world,the IMMC staff realized they needed to improve andenhance Help Desk operations to continue provid-ing top-level support.

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After looking at costly and non-robust commer-cial-off-the-shelf Help Desk solutions, the IMMCdeveloped a state-of-the-art Help Desk managementtool that exceeds expectations and contains manyone-of-a-kind features. IMMC’s Help Desk lever-ages the Master Office Reference (MOR) that storesuser information in an Oracle database. The web-based MOR information is used by the Help Desktechnician to quickly and accurately identify the userand, more importantly, associate the user with hard-ware and software. IMMC’s holistic approach to itsHelp Desk operations includes cross training per-sonnel in two main positions, taking Help Desk calls,and making repairs on the floor. Answering theHelp Desk phone all day is an important position,but it can be monotonous; therefore, Help Desk tech-nicians are routinely rotated between solving prob-lems on the phone and on the floor. This is a win-win approach — clients receive informed,well-trained technicians, and technicians are nolonger confined to one position and continuouslylearn new skills.

IMMC’s innovative Information Technology HelpDesk operation is web-based and provides outstand-ing features including open/view new calls, open/view maintenance requests, transfer open regularcalls, search for related calls, show all technicianassignments, and view external users’ status. TheHelp Desk schedules, tracks, and provides manage-ment tools needed to focus resources where theywill provide optimal payback.

Property Book

The U.S. Army Aviation & Missile Command In-tegrated Materiel Management Center’s PropertyBook was developed to assist in tracking account-able and non-accountable Property Book Items. Itis an outstanding, flexible, precise property trackingtool, which increases accountability and reducesproperty loss.

In 2001, the U.S. Army Aviation & Missile Com-mand (AMCOM) Integrated Materiel ManagementCenter (IMMC) developed the Property Book, orWeb-Based Inventory Control System, to assist intracking accountable and non-accountable PropertyBook Items. The Property Book evolved from anOracle client-server system on a PC to a web-en-abled version that accesses a master Property BookDatabase. The program is highly accurate because

of its automatic posting of transactions to a central-ized database server.

Hand Receipt Holders are accountable for all prop-erty. They are assigned to track and quickly viewproperty from any location; tell if the property be-longs in that location; and know who has custody ofthe item by entering the property’s bar code or se-rial number into a query form in the Property Bookapplication. The Property Book application is lo-cated on the WebDesk web portal. When used inconjunction with the Master Office Reference (MOR)Application (which tracks a user’s contact informa-tion), the Property Book application’s user informa-tion is linked. Therefore, when users move to an-other location and take the property with them, theProperty Book Database keeps track of thosechanges, making the Hand Receipt Holder’s jobeasier and more efficient.

The Property Book has additional web forms forproperty passes, property correction, transferrecords, subholder equipment, and equipment foundon base. The application enables the Hand ReceiptHolder to classify property as excess (i.e., no longerneeded) and contains fields such as the cost of anitem, cost dates, estimated price, and quantity. Toillustrate the usefulness of this application, a queryof a printer’s model number in which ink cartridgesare no longer available was entered into the Prop-erty Book application. The query resulted in 479 ofthese printers and their locations in the IMMC.Knowing the number and locations of printers need-ing replacement because of obsolete parts is usefulinformation to facilities management. Hand ReceiptHolders are encouraged to use the Property Bookto effectively manage their items. Property trans-fers are immediately reflected in the database, andany discrepancies can be easily corrected.

Transportation On-Line Logistics System

The Transportation On-Line Logistics System isa one-of-a-kind, state-of-the-art aviation and missileparts tracking application. It was developed toquickly fill a need for the U.S. Army Aviation & Mis-sile Command staff to provide better support to thewarfighter in the field. This system has transformedthe way the Department of Defense’s global partstracking is done.

The U.S. Army Aviation & Missile Command(AMCOM) Integrated Materiel Management Center

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(IMMC) developed the Transportation On-Line Lo-gistics System (TOLLS) soon after the beginning ofthe Iraq war. When hostilities began, the IMMCstaff had difficulty sustaining their usual high-levellogistics support to the warfighter. Working longhours and seven days a week to support thewarfighter in the field yielded some success but wasnot sustainable. TOLLS was developed to trackaviation and missile parts from their requisition tofinal delivery to front-line soldiers.

The TOLLS is a web-based, easily accessible ap-plication that saves money and time and resides onthe robust IMMC WebDesk web portal. The TOLLSenables AMCOM to proactively manage the flow ofmateriel through all distribution channels. TheTOLLS’s reports detail the time that materiel is ateach node in the distribution network and showwhere there are bottlenecks. With this informa-tion, AMCOM can institute alternative movementmethods to decrease client wait time and expeditecritical parts. The TOLLS enables more efficientmanagement of client requirements by drasticallydecreasing duplication of effort, consolidating clientrequirements, and enabling AMCOM to respond toclients faster and with more detailed information.By allowing clients to request and view a status fromanywhere at anytime, clients are not constrainedby AMCOM’s work hours to obtain aviation andmissile parts shipment status. For the first time,clients both local and worldwide can manage theirexisting requests by multiple search criteria (e.g.,document number, project code, client name, ana-lyst code, or weapon system). The TOLLS’s uniqueability to track the number of actions taken perweapon system and per employee can be used to

justify funding requirements. In addition, actionsper employee can be used to measure employeeproductivity and justify personnel requirements.The TOLLS quickly responds to new client/AMCOMrequirements, reports, and enhancements sinceprogramming is done in-house. Users are encour-aged to give comments and suggestions to continu-ally improve the TOLLS and make it as client-friendly as possible. For the third quarter FY04,the biggest user of TOLLS was a soldier deployedin Iraq who placed 160 queries in the system — asource of pride for AMCOM.

WebDesk

In 1998, the U.S. Army Aviation & Missile Com-mand Integrated Materiel Management Center es-tablished the WebDesk to provide geographically dis-persed programs and personnel easy and quickaccessibility to custom software solutions. Designedand maintained with the client in mind, this web-based system is now integrated into numerous cli-ents’ workforce environments as a single-source in-formation and communication tool.

In 1998, the U.S. Army Aviation & Missile Com-mand (AMCOM) Integrated Materiel ManagementCenter (IMMC) established the WebDesk, a state-of-the-art portal that provides custom software so-lutions for its clients. The WebDesk system hasmore than 125 custom applications for more than3,050 users worldwide (Figure 2-1). With its vastarray of advanced web-based tools and databases,the WebDesk portal differs fundamentally from tra-

Parts Tracker

IMMC

WebDesk

Software Change Request

Property Book

TOLLS

Aircraft Flight Record

Figure 2-1. WebDesk Architecture

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ditional portals or web environments. IMMC’s cli-ents can access information and sources that previ-ously were not portable, up-to-date, or available inthe field. The backbone of the WebDesk Architec-ture is the Master Office Reference (MOR) that con-tains all user information stored in an Oracle data-base and shared throughout the WebDeskArchitecture. Vital organization information (e.g.,name, user name, e-mail, phone number, DSN num-ber, permissions, and distribution lists) are updatednightly. WebDesk enables users to effortlessly usethe more than 125 custom software applicationswithout requiring re-authentication.

IMMC’s WebDesk continues to evolve to reflectimprovements in web technology and changes inIMMC’s client missions. For many U.S. Army pro-grams, the WebDesk has become the single distri-bution or one-stop source for software applications,policies, procedures, forms, calendars of events,bulletins, internal news, and special announce-ments. Multiple databases, websites, publications,distribution resources, and time delays have beeneliminated. IMMC uses Weblog Expert software totrack its statistics that show an average daily usageof more than 131,500 hits and 500 visitors.

S e c t i o n 3

Information

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Design

Oracle Lite

By using Oracle Lite technology and a mobile serverenvironment, the U.S. Army Aviation & MaterialCommand Integrated Materiel Management Centercan manage, collect, and store munitions history datawithout constant connectivity to its server.

One of the functions provided by the U.S. ArmyAviation & Missile Command (AMCOM) IntegratedMateriel Management Center (IMMC) is to trackmunitions history. By using two technologies — OracleLite and a Mobile Server environment — constantconnectivity to the server is not required. IMMC usesOracle Lite, an off-line mobile application, for theAmmunition Surveillance Information System-Muni-tions History Program. Oracle Lite uses data syn-chronization to reliably and securely exchange databetween an IMMC database and the munitions inspec-

tors’ mobile devices (e.g., laptop, Personal Digital As-sistant [PDA], etc.). Oracle Lite is an addition to anOracle database designed for rapid development anddeployment of high-impact applications for mobile, em-bedded, and lightweight environments.

The Mobile Server environment is a three-tierweb model that contains a client, a web applicationserver, and a database server. The architecture ofthe Mobile Server environment (Figure 3-1) con-tains a mobile client (Oracle Web-to-Go), a mobileserver, and a database server (Oracle 9i). The mo-bile client tier consists of the Oracle Lite databaseand a laptop/handheld device used to collect muni-tions history data. The application server tier con-tains the Mobile Server that processes requests froman inspector and replicates his/her comments andthe analyzed data to the database server. The Mo-bile Server is a module that operates with theOracle9i Application Server that can run as a com-ponent of the Oracle9i Application Server or as astandalone. The database server tier stores theapplication data (or munitions history data).

Mobile Client Mobile Server (MS) Database Server

Oracle Lite

database

Oracle Database

MS M

odule

Orac

le 9i

Appli

catio

n Ser

ver

Mobil

e Ser

ver S

tanda

lone

Mobile

Client

JBDC

HTTP Net8

data

applications

Mobile Server Repository data

Application data

The Mobile Server (MS) runs

in one of the following two

configurations.

The Mobile Server Repository

data and the application data

must reside in the same Oracle

database

Figure 3-1. Mobile Server Environment

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Parts Tracker

The U.S. Army Aviation & Missile Command Inte-grated Materiel Management Center developed an on-line Parts Tracker that tracks spare parts used on air-craft being refitted at Corpus Christi Army Depot. Theimplementation of this tool decreased schedule slip-pages in the refit of helicopters, increased the accuracyof reports, and reduced 575 man-hours per month.

Corpus Christi Army Depot (CCAD) overhauls,repairs, and refurbishes military helicopters for theU.S. Army and other military agencies. Approxi-mately 80% of the spare parts needed for these ef-forts are procured/provided by the Defense Logis-tics Agency (DLA). CCAD was faced with scheduleslippages and the unavailability of the correct typeand quantity of spare parts needed for their repair/refurbishment efforts. At the time, the U.S. ArmyAviation & Missile Command (AMCOM) IntegratedMateriel Management Center (IMMC) tracked theparts using Excel spreadsheets; however, there wereconfiguration problems as to which Excel documenthad the most up-to-date information.

To resolve these problems, IMMC created an on-lineParts Tracker tool on the WebDesk portal that enabledthem to gather data from DLA, Skikorski, the U.S.Army Aviation & Missile Command (AMCOM), andCCAD. This tool enables IMMC to find and track partsas they are needed and specify for which helicopter thespare parts are to be used. This reduced cannibaliza-

tion of aircraft for parts and decreased schedule slip-pages experienced by CCAD. Currently, CCAD refitsapproximately 70 helicopters annually. Parts are pres-ently being tracked for the Pave Hawk, Black Hawk,CH47, and Apache helicopters.

In addition to tracking parts, the on-line PartsTracker tool also provides reports that furnishmetrics on items such as the number of pendingparts (or parts that have been shipped but have notarrived at the location). IMMC’s Parts Tracker toolhas reduced the time it takes to update data andincreased accountability. It is estimated that ap-proximately 575 man-hours per month have beensaved by using IMMC’s Parts Tracker tool.

Management

Disaster Recovery Plan

By taking the initiative to develop a comprehen-sive Disaster Recovery Plan, the U.S. Army Avia-tion & Missile Command Integrated Materiel Man-agement Center’s Multi-User Engineering ChangeProposal Automated Review System software Sup-port Group provided its clients with a world-classbusiness continuity/Disaster Recovery Plan.

Awareness is one of the hallmarks of any good con-tinuous improvement effort. The senior managementat Multi-User Engineering Change Proposal Auto-

mated Review System(MEARS) demonstrated aclear commitment to es-tablish and maintain aneffective Disaster Recov-ery Planning process.The MEARS staff is awarethat in today’s competi-tive environment, busi-ness continuity/disasterrecovery is important andInformation Technology(IT) professionals mustjuggle many tasks withminimal budgets andtimeframes. Disaster Re-covery plans must bewritten, tested, and keptcurrent to reduce busi-ness interruptions.

Router

Firewall

SQL - TCPIP

Gateway Desktop

Gateway Desktop

Dell 2600 Dell 1400SC

IDE Backup

Gateway Desktop

Dell 2500

Tape Backup

PDC To COOP

Internet

BDC

Figure 3-2. Disaster Recovery Architecture

11

Realizing the vulnerabilities of their facilities, thededicated and empowered MEARS staff developed acomprehensive architecture for Disaster Recovery(Figure 3-2). With a clear mission to provide con-tinuous, multi-tiered support to its worldwide usersand clients, the MEARS Support Group teamed withvarious IT departments at the U.S. Army Aviation &Mission Command (AMCOM) Integrated MaterielCenter (IMMC) to examine and study backup andredundancy requirements. Each element of supportwas reviewed, including backup hardware (primaryweb servers and database servers), software, backuppower supplies, and on- and off-site tape backups.The MEARS Support Group’s Disaster Recovery Planincludes a brief description of the business processesand main dependencies on systems, communications,personnel, and information/data. The MEARS Di-saster Recovery Plan also includes notes that con-tain estimated switchover times for service whenlosses occur (e.g., loss of primary web server or data-base server). The MEARS Support Group also crosstrains personnel in the unlikely event that the pri-mary personnel are not available when a disasteroccurs. Hardware and software plans are currentlybeing prepared and will soon be implemented to sup-port a Continuity of Operations Program in the eventof a major disaster.

The MEARS Support Team’s clients clearly ben-efited from the development of a Disaster RecoveryPlan by knowing that their automated, web-basedengineering change proposal (ECP) system is secureand ready at all times. MEARS clients can concen-trate on their mission and not worry about fullyutilizing and populating a system with multiple re-dundancies in hardware, software, and personnel.

Monthly Tracking of Logistics CustomerSupport

The U.S. Army Aviation & Missile Command atRedstone Arsenal implemented an improved cus-tomer support process and software tracking toolfor its electronic Engineering Change Proposal sys-tem. This process has enabled the Army to tracksupport and identify deficiencies within their sys-tem and take documented corrective actions.

The U.S. Army Aviation & Missile Command(AMCOM) at Redstone Arsenal had a time-consum-ing process of recording customer support requestsfor its electronic Engineering Change Proposal

(ECP) process. The Army’s logistics organizationrecognized that providing first-class customer sup-port was necessary to maintain the Multi-User ECPAutomated Review System (MEARS). (Army acqui-sition customers have the option of having this func-tion performed elsewhere.)

In response to the need for a more effective andefficient customer support request and action track-ing system, the Army developed a software tool forits MEARS Help Desk. This system enables morerapid entry of support requests and timely follow-up actions and has resulted in more efficient coor-dination of required close-out actions, meeting allArmy reporting requirements. The system is easyto use and has an effective, user-friendly interfacefor entering customer support requests and prob-lems. The system provides management reportsand a history of customer support and statistics forgovernment accounting, and records customer con-tacts. The Army gathered and analyzed data fromits customers. By taking corrective actions, theprocess and associated tool have given Army man-agers important data showing how customers aresupported. This is essential to a continuous im-provement process. The system provides effectiveclosed-loop customer support, resulting in satisfiedcustomers and more widespread use of the MEARS.

MEARS Software Quality Assurance

The U.S. Army Aviation & Missile Command In-tegrated Materiel Management Center/Multi-UserEngineering Change Proposal Automated ReviewSystem Support Group transferred their SoftwareQuality Assurance Processes from an informal to aformalized, systematic approach. This new approachhas resulted in increased test coverage of their prod-uct line and a higher quality product.

The U.S. Army Aviation & Missile Command(AMCOM) Integrated Materiel Management Center(IMMC)/Multi-User Engineering Change Proposal(ECP) Automated Review System (MEARS) SupportGroup produced an outstanding, web-enabled ECPtool known as MEARS. This tool uses an informalapproach to software quality assurance but a moreformalized, systematic approach to testing. Priorto 2004, there was little systematic effort spent onquality assurance in integration testing, creatingtest cases, analyzing test coverage, and using testmatrices to keep track of test cases for each func-

12

tional area in MEARS. Instead, testing consisted ofdevelopers performing all of the software testing. Inspite of this, the IMMC/MEARS Support Group de-velopers conducted thorough unit testing, testing thesoftware/kit libraries, and beta server testing.

Recently, the IMMC/MEARS Support Grouptook a more systematic approach by trackingdefects, performing regression testing on eachbuild, publishing software modifications to thebeta server, performing database verification,and testing software kits. Steps are taken toensure that the test environment is valid by care-fully controlling and monitoring the beta server’sconfiguration that mimics the production serverenvironment. The latest code is then pulled fromthe visual source safe, a single machine build isperformed, items are moved to the kit area, anda software kit is installed. The software kits fallinto two categories — new installs and upgrades.The software kits are thoroughly tested withtheir database scripts, and the installation in-structions are carefully reviewed and checked forclarity and completeness.

In-depth unit testing is performed on five de-velopment areas. Once MEARS passes unit test-ing, regression testing is performed on the beta

server to verify fixes to software defects and en-sure that previously fixed defects have not mani-fested themselves. The code is also carefullychecked for conformity to specifications. Data-base verification on the beta server consists ofback-end testing by first saving-off the database,applying updated scripts, and executing the scriptsin the database to create a release database. AWinDiff is then performed on the generatedscripts and differences are verified.

The IMMC/MEARS Support Group coordinatesbeta testing performed by Customer Support per-sonnel who also provide meaningful feedback fornew ideas and suggestions on the ease of the userinterface. Problems are isolated and tracked, andcustomer feedback is similarly tracked and quicklyresolved. Future improvements to incorporateadditional quality assurance steps will mirror thequality assurance process found in the Depart-ment of Energy Quality Assurance template at:http://cio.doe.gov/ITReform/sqse/download/qap2.doc. The IMMC/MEARS Support Group’ssuccess with MEARS is due to their responsive-ness in addressing the concerns of customers andtheir efforts to continuously analyze and improvetheir processes and product line.

A p p e n d i x A

Table of Acronyms

ACRONYM DEFINITION

AMCOM U.S. Army Aviation & Missile Command

CALS Continuous Acquisition and Life-cycle SupportCCAD Corpus Christi Army Depot

DFMS Digital File Management SystemDLA Defense Logistics AgencyDoD Department of Defense

ECP Engineering Change ProposalELAS Enhanced Logbook Automation System

IMMC Integrated Materiel Management CommandIT Information Technology

MEARS Multi-User Engineering Change Proposal Automated Review SystemMOR Master Office Reference

PDA Personal Digital Assistant

RFD Request for DeviationRFW Request for Waiver

TOLLS Transportation On-Line Logistics System

A-1

Team Member Activity Function

Larry Halbig BMP Field Office – Indianapolis Team Chairman317-891-9901 Indianapolis, IN

Don Hill BMP Field Office – Indianapolis Team Leader317-849-3202 Indianapolis, IN

Rick Buentello BMP Center of Excellence301-405-9990 College Park, MD

K.K. Choi BMP Center of Excellence301-405-9990 College Park, MD

Al Lang BMP Center of Excellence443-404-8096 College Park, MD

Murray Sims Naval Surface Warfare Center – Corona951-273-4439 Corona, CA

A p p e n d i x B

BMP Survey Team

B-1

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concentrated on the functional areas of design, test, production,facilities, logistics, and management as presented in the Department of Defense 4245.7-M, Transition fromDevelopment to Production document. This publication defines the proper tools-or templates-that consti-tute the critical path for a successful material acquisition program. It describes techniques for improvingthe acquisition process by addressing it as an industrial process that focuses on the product’s design, test,and production phases which are interrelated and interdependent disciplines.

The BMP program has continued to build on this knowledge base by developing 17 new templates thatcomplement the existing DOD 4245.7-M templates. These BMP templates address new or emerging tech-nologies and processes.

“CRITICAL PATH TEMPLATES

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

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FOR

PRODUCT

FUNDINGMONEY

PHASING

TQM

COST

ASSESMENT

DESIGN TEST PRODUCTION FACILITIES LOGISTICS MANAGEMENT

DESIGN

REFERENCE

MISSION PROFILE

TRADE

STUDIES

DESIGN

PROCESS

PARTS &

MATERIALS

SELECTION

COMPUTER-

AIDED

DESIGN

BUILT-IIN

TEST

DESIGN

REVIEWS

BREAD BOARD

DEVELOPMENT

BRASS BOARD

DEVELOPMENT

PROTOTYPE

DEVELOPMENT &

REVIEW

DESIGN

REQUIRREMENTS

DESIGN

POLICY

DESIGN

ANALYSIS

SOFTWARE

DESIGN FOR

TESTING

CONFIGURATION

CONTROL

DESIGN

RELEASE

CONCEPT

STUDIES &

ANALYSIS

SPECIFICATION

DEV/ALLOCATION

VALIDATION

DESIGN FOR

ASSEMBLY

INTEGRATED

TEST

FAILURE

REPORTING

SYSTEM

UNIFORM

TEST

REPORT

SOFTWARE

TEST

DESIGN

LIMIT

LIFE

TEST, ANYLIZE &

FIX (TAAF)

FIELD

FEEDBACK

TEMP

DEVELOPMENT/

EXECUTION

SOFTWARE

SIMULATOR

MANUFACTURING

PLAN

QUALIFY

MANUFACTURING

PROCESS

PIECE PART

CONTROL

SUBCONTRACTOR

CONTROL

DEFECT

CONTROL

TOOL

PLANNING

SPECIAL TEST

EQUIPMENT (STE)

COMPUTER-AIDED

MANUFACTURING

(CAM)

MANUFACTURING

SCREENING

PRODUCTION

FABRICATION

ENVIRONMENTAL

ISSUES

MODERNIZATION

FACTORY

IMPROVEMENTS

PRODUCTIVITY

CENTER

FIELD VISITS/

SITE SURVEYS

SUPPORTABILITY

ANALYSIS

MANPOWER &

PERSONNEL

SUPPORT &

TEST

EQUIPMENT

TRAINING

MATERIALS &

EQUIPMENT

SPARES

TECHNICAL

MANUALS

LOGISTICS

ANALYSIS

DOCUMENTATION

MANUFACTURING

STRATEGY

DATA

REQUIREMENTS

PRODUCTION

BREAKS

PREPARE

REQUIREMENT

DOCUMENTS

DESIGN/

MILESTONE

REVIEW PLANNING

TECHNOLOGY

BASE

ANALYSIS

DIM. MANUF.

SOURCES & MAT.

SHORTAGE (DMSMS)

PERSONNEL

REQUIREMENTS

TECHNICAL

RISK

ASSESSMENT

DETERMINING

DEFINING NEED

FOR SYSTEM

QUALITY

ASSURANCE

MAKE OR BUY

DECISIONS

SCHEDULE

& PLANNING

TRANSITION PLAN

NEW PMWS

TEMPLATES

A p p e n d i x D

The Program Manager’s WorkStation

The Program Manager’s WorkStation (PMWS) isan electronic suite of tools designed to provide timelyacquisition and engineering information to the user.The main components of PMWS are KnowHow; theTechnical Risk Identification and Mitigation System(TRIMS); and the BMP Database. These toolscomplement one another and provide users with theknowledge, insight, andexperience to make in-formed decisions throughall phases of product de-velopment, production,and beyond.

KnowHow providesknowledge as an elec-tronic library of techni-cal reference handbooks,guidelines, and acquisi-tion publications whichcovers a variety of engi-neering topics includingthe DOD 5000 series.The electronic collectionconsists of expert sys-tems and simple digitalbooks. In expert sys-tems, KnowHowprompts the user to an-swer a series of ques-tions to determinewhere the user is withina program’s develop-ment. Recommendations are provided based onthe book being used. In simple digital books,KnowHow leads the user through the process viaan electronic table of contents to determine whichbooks in the library will be the most helpful. Theprogram also features a fuzzy logic text search ca-pability so users can locate specific informationby typing in keywords. KnowHow can reduce docu-ment search times by up to 95%.

TRIMS provides insight as a knowledge basedtool that manages technical risk rather than costand schedule. Cost and schedule overruns aredownstream indicators of technical problems. Pro-grams generally have had process problems longbefore the technical problem is identified. To avoid

this progression, TRIMS operates as a process-ori-ented tool based on a solid Systems Engineeringapproach. Process analysis and monitoring pro-vide the earliest possible indication of potentialproblems. Early identification provides the timenecessary to apply corrective actions, thereby pre-venting problems and mitigating their impact.

TRIMS is extremelyuser-friendly andtailorable. This toolidentifies areas of risk;tracks program goalsand responsibilities;and can generate a va-riety of reports to meetthe user’s needs.

The BMP Databaseprovides experience as aunique, one-of-a-kindresource. This databasecontains more than2,500 best practices thathave been verified anddocumented by an inde-pendent team of expertsduring BMP surveys.BMP publishes its find-ings in survey reportsand provides the userwith basic background,process descriptions,metrics and lessons

learned, and a Point of Contact for further infor-mation. The BMP Database features a searchingcapability so users can locate specific topics by typ-ing in keywords. Users can either view the resultson screen or print them as individual abstracts, asingle report, or a series of reports. The databasecan also be downloaded, run on-line, or purchasedon CD-ROM from the BMP Center of Excellence.The BMP Database continues to grow as new sur-veys are completed. Additionally, the database isreviewed every other year by a BMP core team ofexperts to ensure the information remains current.

For additional information on PMWS, please con-tact the Help Desk at (301) 403-8179, or visit theBMP web site at http://www.bmpcoe.org.

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A p p e n d i x E

Best Manufacturing Practices Satellite Centers

There are currently ten Best Manufacturing Practices (BMP) satellite centers that provide representa-tion for and awareness of the BMP Program to regional industry, government and academic institutions.The centers also promote the use of BMP with regional Manufacturing Technology Centers. Regional manu-facturers can take advantage of the BMP satellite centers to help resolve problems, as the centers hostinformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; and train regional per-sonnel in the use of BMP resources.

The ten BMP satellite centers include:

California

Izlay (Izzy) MercankayaBMP Satellite Center ManagerNaval Surface Warfare Center, Corona DivisionCode QA-21, P.O. Box 5000Corona, CA 92878-5000(951) 273-5440FAX: (951) 273-5315izlay.mercankaya@navy.mil

District of Columbia

Brad BotwinBMP Satellite Center ManagerU.S. Department of CommerceBureau of Industry & Security14th Street & Constitution Avenue, NWH3876Washington, DC 20230(202) 482-4060FAX: (202) 482-5650bbotwin@bis.doc.gov

Illinois

Robert LindstromBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114-5699(815) 921-2073FAX: (815) 654-4343r.lindstrom@rvc.cc.il.us

Iowa

Bruce ConeyBMP Satellite Center ManagerIowa Procurement Outreach Center2273 Howe Hall, Suite 2617Ames, IA 50011(515) 294-4461FAX: (515) 294-4483bruce.coney@ciras.iastate.edu

Louisiana

Alley ButlerBMP Satellite Center ManagerMaritime Environmental Resources & InformationCenterGulf Coast Region Maritime Technology CenterUniversity of New OrleansUAMTCE, Room 163-Station 1225100 River RoadNew Orleans, LA 70094-2706(504) 458-6339FAX: (504) 437-3880alley.butler@gcrmtc.org

Ohio

Larry BrownBMP Satellite Center ManagerEdison Welding Institiute1250 Arthur E. Adams DriveColumbus, Ohio 43221-3585(614) 688-5080FAX: (614) 688-5001larry_brown@ewi.org

E-1

Pennsylvania

John W. LloydBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054FAX: (717) 843-0087lloydjw@mantec.org

South Carolina

Henry E. WatsonBMP Satellite Center ManagerSouth Carolina Research Authority - Applied Re-search and Development Institute100 Fluor DanielClemson, SC 29634(864) 656-6566FAX: (843) 767-3367watson@scra.org

Tennessee

Mike MonnettBMP Satellite Center ManagerY-12 National Security ComplexBWXT Y-12, L.L.C.P.O. Box 2009Oak Ridge, TN 37831-8091(865) 241-5631FAX: (865) 574-2000monnettmg@y12.doe.gov

Virginia

William MotleyBMP Satellite Center ManagerDAU Program Director, Manufacturing ManagerDefense Acquisition University9820 Belvior Road, Suite G3Ft. Belvior, VA 22060-5565(703) 805-3763FAX: (703) 805-3721bill.motley@dau.mil

E-2

A p p e n d i x F

Navy Manufacturing Technology Centers of Excellence

The Navy Manufacturing Technology Program has established Centers of Excellence (COEs) to providefocal points for the development and technology transfer of new manufacturing processes and equipmentin a cooperative environment with industry, academia, and the Navy industrial facilities and laboratories.These consortium-structured COEs serve as corporate residences of expertise in particular technologicalareas. The following list provides a description and point of contact for each COE.

Best Manufacturing Practices Center ofExcellence

The Best Manufacturing Practices Center of Ex-cellence (BMPCOE) provides a national resourceto identify and share best manufacturing and busi-ness practices being used throughout government,industry, and academia. The BMPCOE was estab-lished by the Office of Naval Research’s BMP Pro-gram, the Department of Commerce, and the Uni-versity of Maryland at College Park. By improvingthe use of existing technology, promoting the in-troduction of improved technologies, and providingnon-competitive means to address common prob-lems, the BMPCOE has become a significant fac-tor to counter foreign competition.

Point of Contact:Dr. Anne Marie T. SuPriseBest Manufacturing Practices Center ofExcellence4321 Hartwick RoadSuite 400College Park, MD 20740Phone: (301) 405-9990FAX: (301) 403-8180E-mail: annemari@bmpcoe.org

Institute for Manufacturing and SustainmentTechnologies

The Institute for Manufacturing and SustainmentTechnologies (iMAST) is located at the Pennsylva-nia State University’s Applied Research Laboratory.iMAST’s primary objective is to address challengesrelative to Navy and Marine Corps weapon systemplatforms in the areas of mechanical drive trans-mission technologies, materials processing tech-nologies, laser processing technologies, advancedcomposites technologies, and repair technologies.

Point of Contact:Mr. Robert CookInstitute for Manufacturing and SustainmentTechnologiesARL Penn StateP.O. Box 30State College, PA 16804-0030Phone: (814) 863-3880FAX: (814) 863-1183E-mail: rbc5@psu.edu

Composites Manufacturing TechnologyCenter (Operated by South CarolinaResearch Authority)

The Composites Manufacturing Technology Cen-ter (CMTC) is a Center of Excellence for the Navy’sComposites Manufacturing Technology Program.The South Carolina Research Authority (SCRA) op-erates the CMTC and The Composites Consortium(TCC) serves as the technology resource. The TCChas strong, in-depth knowledge and experience incomposites manufacturing technology. The SCRA/CMTC provides a national resource for the devel-opment and dissemination of composites manufac-turing technology to defense contractors and sub-contractors.

Point of Contact:Mr. Henry WatsonApplied Research and Development InstituteComposites Manufacturing Technology Center934-D Old Clemson HighwayEagles Landing Professional ParkSeneca, SC 29672Phone: (864) 656-6566FAX: (864) 653-7434E-mail: watson@scra.org

F-1

Electronics Manufacturing ProductivityFacility (Operated by American Competi-tiveness Institute)

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers in-novative electronics manufacturing processes to do-mestic firms in support of the manufacture ofaffordable military systems. The EMPF operatesas a consortium comprised of government, indus-try, and academic participants led by the Ameri-can Competitiveness Institute under a CooperativeAgreement with the Navy.

Point of Contact:Mr. Michael FredericksonElectronics Manufacturing ProductivityFacilityOne International Plaza, Suite 600Philadelphia, PA 19113Phone: (610) 362-1200, ext. 215FAX: (610) 362-1288E-mail: mfrederickson@aciusa.org

Electro-Optics Center (Operated by ThePennsylvania State University’s AppliedResearch Laboratory)

The Electro-Optics Center (EOC) is a national con-sortium of electro-optics industrial companies, uni-versities, and government research centers thatshare their electro-optics expertise and capabilitiesthrough project teams focused on Navy require-ments. Through its capability for national elec-tronic communication and rapid reaction and re-sponse, the EOC can address issues of immediateconcern to the Navy Systems Commands. The EOCis managed by the Pennsylvania State University’sApplied Research Laboratory.

Point of Contact:Dr. Karl HarrisElectro-Optics CenterWest Hills Industrial Park77 Glade DriveKittanning, PA 16201Phone: (724) 545-9700FAX: (724) 545-9797E-mail: kharris@psu.edu

Navy Joining Center (Operated by EdisonWelding Institute)

The Navy Joining Center (NJC) provides a nationalresource for the development of materials joining ex-pertise and the deployment of emerging manufactur-ing technologies to Navy contractors, subcontractors,and other activities. The NJC works with the Navy todetermine and evaluate joining technology require-ments and conduct technology development and de-ployment projects to address these issues. The NJCis operated by the Edison Welding Institute.

Point of Contact:Mr. Harvey R. CastnerEWI/Navy Joining Center1250 Arthur E. Adams DriveColumbus, OH 43221-3585Phone: (614) 688-5063FAX: (614) 688-5001E-mail: harvey_castner@ewi.org

National Center for Excellence in MetalworkingTechnology (Operated by Concurrent Tech-nologies Corporation)

The National Center for Excellence in MetalworkingTechnology (NCEMT) provides a national center forthe development, dissemination, and implementationof advanced technologies for metalworking productsand processes. Operated by the Concurrent Technolo-gies Corporation, the NCEMT helps the Navy anddefense contractors improve manufacturing produc-tivity and part reliability through development, de-ployment, training, and education for advanced met-alworking technologies.

Point of Contact:Dr. Daniel WinterscheidtNational Center for Excellence in Metalwork-ing Technologyc/o Concurrent Technologies Corporation100 CTC DriveJohnstown, PA 15904-1935Phone: (814) 269-6840FAX: (814) 269-2501E-mail: winter@ctcgsc.com

F-2

Energetics Manufacturing TechnologyCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality, andsafe energetics. The EMTC’s focus is on technolo-gies to reduce manufacturing costs, improve prod-uct quality and reliability, and develop environmen-tally benign manufacturing processes. The EMTCis located at the Indian Head Division of the NavalSurface Warfare Center.

Point of Contact:Mr. John BroughNaval Surface Warfare CenterIndian Head Division101 Strauss AvenueBuilding D326, Room 227Indian Head, MD 20640-5035Phone: (301) 744-4417DSN: 354-4417FAX: (301) 744-4187E-mail: broughja@ih.navy.mil

Center for Naval Shipbuilding Technology

The Center for Naval Shipbuilding Technology(CNST) supports the Navy’s ongoing effort to iden-tify, develop and deploy in U.S. shipyards, advancedmanufacturing technologies that will reduce thecost and time to build and repair Navy ships. CNSTprovides a focal point for developing and transfer-ring new manufacturing processes and technolo-gies; benefits that will accrue not only to the Navy,

but to industry as well. CNST is operated andmanaged by ATI in Charleston, South Carolina.

Point of Contact:Mr. Ron GloverCenter for Naval Shipbuilding Technology5300 International Blvd.Charleston, SC 29418Phone: (843)760-4606FAX: (843)760-4098E-mail: glover@aticorp.org

Gulf Coast Region Maritime TechnologyCenter (Operated by University of NewOrleans, College of Engineering)

The Gulf Coast Region Maritime Technology Cen-ter (GCRMTC) fosters competition in shipbuildingtechnology through cooperation with the U.S. Navy,representatives of the maritime industries, and vari-ous academic and private research centers through-out the country. Located at the University of NewOrleans, the GCRMTC focuses on improving designand production technologies for shipbuilding, reduc-ing material costs, reducing total ownership costs,providing education and training, and improvingenvironmental engineering and management.

Point of Contact:Mr. Frank Bordelon, New Orleans Site DirectorGulf Coast Region Maritime Technology CenterResearch and Technology ParkCERM Building, Room 409University of New OrleansNew Orleans, LA 70148-2200Phone: (504) 280-5609FAX: (504) 280-3898E-mail: fbordelo@uno.edu

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A p p e n d i x G

Completed Surveys

As of this publication, 143 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMP web site.Requests for copies of recent survey reports or inquiries regarding BMP may be directed to:

Best Manufacturing Practices Program4321 Hartwick Rd., Suite 400

College Park, MD 20740Attn: Anne Marie T. SuPrise, Ph.D., Director

Telephone: 1-800-789-4267FAX: (301) 403-8180

annemari@bmpcoe.org

Litton Guidance & Control Systems Division - Woodland Hills, CA

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (now Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IAUNISYS Computer Systems Division - St. Paul, MN

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell-Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MD (now Northrop Grumman Electronic Systems Division)Standard Industries - LaMirada, CA (now SI Manufacturing)Engineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Missile Systems Division - Sunnyvale, CA (now Lockheed Martin Missiles and Space)Westinghouse Electronic Systems Group - Baltimore, MD (now Northrop Grumman Corporation)General Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell Autonetics Electronics Systems - Anaheim, CA (now Boeing North American A&MSD)TRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1985

1986

1987

1988

1989

1990

G-1

Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CT (now Northrop Grumman Norden Systems)Naval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Co. - Minneapolis, MNMagneTek Defense Systems - Anaheim, CA (now Power Paragon, Inc.)Raytheon Missile Systems Division - Andover, MAAT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN (now General Dynamics Information Systems)(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TNMcDonnell Douglas Aerospace - Huntington Beach, CA (now Boeing Space Systems)Crane Division Naval Surface Warfare Center - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CT (now Hamilton Sundstrand)Alpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Palm Bay, FL (now Intersil Corporation)United Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IA (now American Ordnance LLC)Kaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MD (now Aberdeen Test Center)Stafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Collins Avionics & Communications Division - Cedar Rapids, IA (now Rockwell Collins, Inc.)(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO (now Boeing Aircraft and Missiles)(Resurvey of McDonnell-Douglas Corporation McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX (now Lockheed Martin Aeronautics Company)(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLResurvey of Department of Energy, Oak Ridge Operations - Oak Ridge, TN

1991

1992

1993

1994

1995

1996

G-2

2004

Headquarters, U.S. Army Industrial Operations Command - Rock Island, IL (now Operational Support Command)SAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OHLawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PARock Island Arsenal - Rock Island, ILNorthrop Grumman Corporation - El Segundo, CA(Resurvey of Northrop Corporation Aircraft Division)Letterkenny Army Depot - Chambersburg, PAElizabethtown College - Elizabethtown, PATooele Army Depot - Tooele, UT

United Electric Controls - Watertown, MAStrite Industries Limited - Cambridge, Ontario, CanadaNorthrop Grumman Corporation - El Segundo, CACorpus Christi Army Depot - Corpus Christi, TXAnniston Army Depot - Anniston, ALNaval Air Warfare Center, Lakehurst - Lakehurst, NJSierra Army Depot - Herlong, CAITT Industries Aerospace/Communications Division - Fort Wayne, INRaytheon Missile Systems Company - Tucson, AZNaval Aviation Depot North Island - San Diego, CAU.S.S. Carl Vinson (CVN-70) - Commander Naval Air Force, U.S. Pacific FleetTobyhanna Army Depot - Tobyhanna, PA

Wilton Armetale - Mount Joy, PAApplied Research Laboratory, Pennsylvania State University - State College, PAElectric Boat Corporation, Quonset Point Facility - North Kingstown, RIResurvey of NASA Marshall Space Flight Center - Huntsville, ALOrenda Turbines, Division of Magellan Aerospace Corporation - Mississauga, Ontario, Canada

Northrop Grumman, Defensive Systems Division - Rolling Meadows, ILCrane Army Ammunition Activity - Crane, INNaval Sea Logistics Center, Detachment Protsmouth - Portsmouth, NHStryker Howmedica Osteonics - Allendale, NJ

The Tri-Cities Tennessee/Virginia Region - Johnson City, TNGeneral Dynamics Armament Systems - Burlington, VT (now General Dynamics Armament and Technical Products)Lockheed Martin Naval Electronics & Surveillance Systems-Surface Systems - Moorestown, NJFrontier Electronic Systems - Stillwater, OK

U.S. Coast Guard, Maintenance and Logistics Command-Atlantic - Norfolk, VAU.S. Coast Guard, Maintenance and Logistics Command-Pacific - Alameda, CADirectorate for Missiles and Surface Launchers (PEO TSC-M/L) - Arlington, VAGeneral Tool Company - Cincinnati, OH

University of New Orleans, College of Engineering - New Orleans, LABender Shipbuilding and Repair Company, Inc. - Mobile, ALIn Tolerance - Cedar Rapids, IAABC Virtual Communications, Inc. - West Des Moines, IAResurvey of Electric Boat Corporation, Quonset Point Facility - North Kingstown, RIUnited Defense, L.P. Ground Systems Division - Aiken, SCAuto-Valve, Inc. - Dayton, OH

United Defense, L.P. Armament Systems Division - Aberdeen, SDTOMAK Precision - Lebanon, OHRB Tool & Manufacturing Company - Cincinnati, OHForest City Gear - Roscoe, ILCALCE Electronic Products and Systems Center - College Park, MDU.S. Army Aviation & Missile Command, Automation Division-Integrated Materiel Management Center -

Redstone Arsenal, AL

1997

1998

1999

2000

2001

2002

G-3

2003