The US Air Force has exercised a second option year on a $90 million 5-year contract (FA8224-07-D-0001) for Mainstream GS in Bethesda, MD, to provide continuous process improvement (CPI) services. CPI is intended to improve the efficiency of how the USAF works as an organization.

A main portion of Mainstream’s work involves support for the Air Force Smart Operations 21 (AFSO21) program, which is based on both Lean and Six Sigma business process improvement tools.

In an interview, Mainstream President Alan Horowitz told DID that his company is supplying the USAF a number of CPI services, include Lean and Six Sigma consulting, training, facilitation, and planning…

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RN CVF Concept
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In 1998, Britain’s Strategic Defence review (SDR) announced plans to replace the current set of 3 Invincible Class 22,000t escort carriers with 2 larger, more capable Future Aircraft Carrier (CVF) ships that could operate a more powerful force. These new carriers would be joint-service platforms, operating aircraft and UAVs from all 3 services (Navy, RAF, Army) in roles that could include ISR (Intelligence, Surveillance & Reconnaissance), force projection and logistics support, close air support, anti-submarine/ anti-surface naval warfare, and land attack.

The scale of the CVF effort relative to Britain’s past experiences means that the program structure is rather complex. It has passed through several stages already, and is being run and conducted within an industrial alliance framework. There is also a parallel international framework, involving cooperation with France on its PA2 carrier as a larger derivative of the CVF design.

This DID FOCUS article covers that structure and framework, ongoing developments, and the ships themselves as they round toward final design, construction, and fielding. The latest addition involves a report that one of the 2 carriers has been quasi-canceled, and Britain’s F-35 buy will be severely slashed…

• The CVF Queen Elizabeth Class (“continue reading…”)
• Program Team: The Aircraft Carrier Alliance
• CVF Program Management
• The CVF Program: Contracts and Key Events [updated]
• CVF-Related Contracts and Events
• Additional Readings & Sources: The Program
• Additional Readings & Sources: The Ships
  
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B-52H: to 2030?
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The current US Air Force fleet, whose planes are more than 23 years old on average, is the oldest in USAF history. It won’t keep that title for very long. Many transport aircraft and aerial refueling tankers are more than 40 years old – and under current plans, some may be as many as 70-80 years old before they retire. Since the price for next-generation planes has risen faster than inflation, average aircraft age will climb even if the US military gets every plane it asks for in its future plans. Nor is the USA the only country facing this problem.

As this dynamic plays out and average age continues to rise, addressing the issues related to aging aircraft becomes more and more important in order to maintain acceptable force numbers, readiness levels, and aircraft maintainability; avoid squeezing out recapitalization budgets; handle personnel turnover that becomes more and more damaging; and keep maintenance costs in line, despite new technical problems that will present unforeseen difficulties. Like F-15 fighters that are under flight restrictions due to structural fatigue concerns – or grounded entirely.

The biggest contracts aren’t always the ones deserving of the most attention. Enter the USA’s Joint Council on Aging Aircraft (JCAA), and initiatives like the Navy’s ASLS. Enter, too, DID’s Spotlight article. It seeks to place the situation and its effects in perspective, via background, contracts, and a research trove of articles that tap the expertise and observations of outside parties and senior sources within the US military. The latest addition is a $75+ million contract to BAE, and some alarming data concerning KC-135 tanker fleet costs…

• The JCAA
• Contracts & Key Events [updated]
• Aging Aircraft: Some Additional Readings
  
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NETFIRES concept
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The basic concept of NETFIRES (a Future Combat Systems program) is to develop a family of artillery-like precision attack missiles based upon a vertical launcher design. Yet the idea goes far beyond that simple description. The NETFIRES CLU box launcher is intended to be be fully autonomous, meaning it can be dropped off anywhere and operate on its own without a support vehicle. The launch unit includes power generation and control systems as well as a total of 15 missiles, each with a warhead similar in size and capability to a 155mm artillery shell.

The system is also known as Non Line-Of-Sight, Launch System, or NLOS-LS, and remains one of Future Combat systems’ most promising programs, slated for early fielding to the Army and even for integration with US naval forces.

This will be DID’s focus article for the NETFIRES program, and it will be updated as new events and contracts enter the picture. The latest news involves key tests, as it gears up to be part of FCS Spinout Phase 1.

• The NETFIRES Concept
• NETFIRES Missiles
• Contracts and Key Events [updated]
• Appendix A: Lockheed’s Successful Design Improvement Workshops
• Appendix B: Additional Readings & Sources
  
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James never had
this little problem…

In March 2008, “Sharpen Yourself: LinkedIn & Social Networking Sites” discussed both the career benefits and security risks associated with social networking sites. Sir John Sawers, the prospective head of Britain’s MI6 intelligence agency is probably wishing he had read it. His wife recently leaked dangerously specific information about him on Facebook, and created a controversy about his fitness for the job. Sir John now faces a possible parliamentary probe.

Social networking is becoming a larger part of the military, and the industry. In July 2009, Lockheed Martin released its internal company social networking application’s underlying code as open source software. Social networking efforts are being explicitly built into PR contracts, and it’s becoming one of the information shifts that are changing the battlespace. The Pentagon recently launched an official blogging platform at DODLive.mil, and US Forces Afghanistan launched a social networking strategy that extends to Facebook, Twitter, and YouTube. Followed by orders to bases to stop blocking key social networking sites. These efforts can make a big difference toward ensuring that the Pentagon is no longer, as Secretary of Defense Robert Gates puts it, “being out-communicated by a guy in a cave.” On the other hand, they are not risk-free.

Alion Science and Technology in McLean, VA received a $97 million indefinite-delivery/ indefinite-quantity contract to provide the Chief of Navy Information Office (CHINFO) with media relations, community outreach, visual information systems, information technology support, Web site portal management, and business case analysis development and assessment, as well as management and public relations for Fleet Week.

The Pentagon recently launched an official blogging platform at DODLive.mil, and US Forces Afghanistan has launched a social networking strategy that extends to Facebook, Twitter, and YouTube. Where do Alion’s efforts fit in?

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The U.S. Joint Forces Command (USJFCOM) awarded 4 major defense contractors up to $1 billion in contracts to provide analysis, research and development, concept development and support. The new contracts replace a large contract that is scheduled to expire July 31/09.

The winning firms will support USJFCOM’s Joint Concept Development and Experimentation Directorate (J9), which coordinates U.S. Department of Defense efforts to explore how the future military can successfully operate in complex, ever-changing and uncertain environments. J9 runs exercises, undertakes technology development, and works with the military to develop better “concepts of operations” and ways of doing things…

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Campbell Ewald Co. won an indefinite-delivery/indefinite-quantity contract for advertising and marketing services for the Navy Recruiting Command in Millington, TN. This contract is worth $146.2 million over the base year, and 4 one-year options could bring its total value to $806.5 million.

Most of this work will be performed at Campbell Ewald’s Warren, MI, facility and the base year ends in May 2010. This contract was competitively procured via Navy Electronic Commerce Online, with 4 offers received by the Fleet and Industrial Supply Center Norfolk’s Contracting Department in Philadelphia, PA (N00189-09-D-Z040).

Campbell Ewald has been working with the Navy on recruiting-related contracts since 2000. In 2005, following a major account review, they scored a major $400+ million win. The firm is responsible for Navy campaigns like “Accelerate Your Life” and NavyforMoms.com, and has expanded the Navy’s reach into social networking communities. That Navy-related work has won over 80 industry awards since 2000. See also Campell Ewald’s release, which includes sample marketing segments.

NSC 1 Bertholf
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The US Coast Guard’s massive $25 billion Deepwater meta-program (really Deepwater-II given post-9/11 changes) has endured more than its share of ups and downs. Nevertheless, Congressional support remains strong, and efforts are being made to restructure the program and get it back on track. “Voted Off the Island: The USCG’s Deepwater FRC Program” offered an in-depth look into the difficulties faced by the USCG’s Island Class cutter modification program, and by the Deepwater Fast Response Cutter that was supposed to replace it. “US Coast Guard’s Deepwater Effort Hits More Rough Sailing” covers recent program developments more generally.

The Legend Class National Security Cutters are the largest ships in the Deepwater program, and represent the program’s flagship in more ways than one. The 418 foot, 4,300 ton ships will be frigate-sized vessels with a 21 foot draughts¹, and are rather larger than the 379 foot, 3,250 ton Hamilton Class High Endurance Cutters (HECs) they will replace. Controversies regarding durability and potential hull fatigue, as well as significant cost overruns, have shadowed the new cutter’s construction. Nevertheless, the program appears to be moving forward.

This DID FOCUS Article covers recent developments concerning the Legend Class cutters. The latest developments involves final Coast Guard acceptance of the first ship of class…

• Quick Background: The Deepwater Program
• The Legend Class National Security Cutters
• The Pitfalls of Being a Legend: NSC Issues & Action
• Legend Class Program: Contracts & Key Events [updated]
• Additional Readings
  
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Software heavy
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Software is a growing slice of military production budgets, and it isn’t always found in obvious places. On the ground, BAE Systems’ FMTV medium trucks seem prosaic, but a look under the hood reveals an astonishing level of software code in each vehicle. The F-35 Joint Strike Fighter program, a big winner in the Pentagon’s FY 2010 budget recommendations, considers the aircraft’s code to be one of its most important – and most secret – aspects. In the Navy, a movement toward open electronic architectures is culminating in the DDG-1000 “destroyer” and its Total Ship Computing Environment – an area recently identified by the US GAO audit office as a significant program risk.

The commercial world is moving toward Agile Programming models, in part as a solution to its perennial problems with late and over-budget releases. For various reasons, that could prove to be a difficult transition in the defense industry.

(click for presentation)

Former Microsoft and Corbis development manager David Anderson offers an intriguing way forward, using an approach that builds on key methods already in use within the defense industry: Goldratt’s Theory of Constraints, Kanban, and Lean business. David’s results were impressive. His QCon 2009 presentation is enlightening, as he explains the systems used, his approach to implementation, and the results.