Guest Article by Mark R. Hamel and Charles J. Wolfe

Tofukuji Reiun-in
Gaun-no-niwa
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Kaizen events often represent the initial rapid deployment vehicle for lean transformations. Effective events drive step-function improvement, momentum and organizational learning and engagement. But while many people gravitate to the technical side of kaizen events (hey, check out this cool kanban system!), it’s as much, if not more, about embedding lean principles and capabilities within the culture.

Only then can improvements become sustainable. Only then can the organization move from purely event driven kaizen to the much more powerful combination of (occasional) events and true daily kaizen – the frequent, small, process focused improvements conducted by engaged and enabled employees in their everyday work. This is what separates the lean pretenders from the lean practitioners.

• The 2 Cores
• Case Study: An Aerospace Success
• Eleven questions that lean leaders need to answer
• Tip From the Pros: When the Kaizen Circus Leaves Town
  
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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. Reports that the next planning phase will see the carrier project in jeopardy, and Britain’s F-35 buy severely slashed, persist. Meanwhile, BAE has bought out VT group’s share in their surface ship venture, and Britain has issued over $500 million in sub-contracts…

• 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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USMC M1-ABV
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Most main battle tanks have derivative Armored Engineering Vehicle variants. They sacrifice the main gun in order to provide powerful support for combat engineering tasks under fire, while keeping up with a mechanized brigade in any terrain. The Leopard 2, for instance, has its AEV-3 Kodiak, which has recently been developed and sold to Switzerland, the Netherlands, and Sweden.

The US Army’s Grizzly variant of America’s M1 Abrams tank was specifically designed to breach complex obstacles including mines, berms, wire, rubble, and tank-ditches, in order to keep a mechanized force moving through prepared opposition. Unfortunately, the Grizzly assault breacher was canceled in 2001, as part of a larger restructuring of the US Army’s program portfolio. The US Marines still believed they had a need for the Grizzly’s capability, however, given their core mission of forcible entry from the sea. Marine Corps Systems Command granted Milestone B approval for their similar “Assault Breacher Vehicles” in July 2003, and these AEVs were expected to achieve full operational capability in FY 2007. It took a while, but the machines have now performed their first major combat mission…

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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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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.