Importance of CM/DM in the
Current and Emerging DoD
Product Support Environment
3 March, 2014
Dr. Marilyn T. Gaska, Chief Engineer
and Michael “Bo” Gourley
Logistics and Sustainment
Corporate Engineering and Technology
1
Agenda
• Performance Based Outcome Drivers
• CM/DM Enablers Across the Life Cycle
• CM/DM and the Digital Tapestry
• Enablers for Capability Management
2
Performance Based Outcomes
• Increased availability
• Reduced down time
• Improved affordability / cost management
3
History
• Shared data and corporate history as 1990s enabler DARPA Initiative in Concurrent Engineering (DICE)
• Integrated toolset within engineering
• CAD/CAM systems and interfaces to manufacturing and
logistics
4
DICE Star
• Sharing information
• Collocating people and programs
• Integrating tools and services with frameworks
• Coordinating the team
• Capturing corporate history
5
Current Environment
• DoD Integrated Product Support (IPS) elements
• Importance of Chief Information Officer
• Fleet management and agile development complexities
• Initial applications for sustainment driving policy
6
DoD IPS Elements
INTEGRATED PRODUCT SUPPORT
Computer Resources
Facilities &
Infrastructure
Manpower
& Personnel
Training &
Training Support
Support
Equipment
Technical Data
Packaging, Handling, Storage
&Transportation (PHS&T)
& Management
Maintenance Planning
Supply Support
Sustaining
Engineering
Design Interface
Product Support Management
Product Support is enabled by a package of 12 Integrated Product Support (IPS) elements
designed to deliver system readiness and availability while optimizing system life cycle cost.
Chief Information Officer Scope
• DoD CIO Teri Takai, "Information is our greatest
strategic asset"
• Data management part of business architecture
• System / data security / cyber focus
• Cloud as an enabler for data sharing
• Big data / analytics focus
• Automatic Identification Technology (AIT) and
Internet of Things
Sustainment Driving Policy
• OSD Product Support Assessment (PSA) &
Proof Point Study confirmed PBL value
• DoDI 5000.02 implements Better Buying
Power 2.0 (“increase effective use of PBL”)
• Focus on affordability across the life cycle
The New Reality – Affordability and Resilience
Systems 2020 Vision
•
Adversary can use commercial
technologies and new tactics to
rapidly alter the threat to US forces
•
DoD engineering, and business
processes not structured for
adaptability
•
New research, tools, pilot efforts
needed to determine best methods
for building adaptable defense
systems
•
Need faster delivery of adaptable
systems that are trusted, assured,
reliable and interoperable
Existing Gaps and Critical Needs
•
Gap: Lack of a Conceptual Design
Environment
•
Gap: Lack of tools to integrate
system modeling capabilities across
domains
•
Gap: Lack of open, virtual and
realistic environment for validation
and producibility analysis
•
Need an integrated (i.e. cross
discipline) framework for concept,
design and analysis of systems
based on standards, open
architecture and existing COTS
tool sets
© Copyright 2011 Lockheed Martin Corporation
Chris Oster, “The Lockheed Martin Digital Tapestry”, 2012 INCOSE Model Based Systems Engineering (MBSE) Workshop,
Jacksonville, Florida.
Emerging Environment
• Revisiting 2013 Keynote
• Next Gen 3D printing and additive manufacturing
• Digital tapestry and Model Based Enterprise /
Engineering (MBE)
• NIST efforts in revitalizing manufacturing
• Importance of standards / data quality / information
management / DM/CM leadership
11
DoD Initiatives (Kratz, 2013)
• New national security priorities
• Joint Force 2020
• Lifecycle Management
All these
initiatives rely
upon effective
enterprise-wide
information
management
• Performance Based Logistics (PBL)
• Better Buying Power 2.0
3D Printing and 3D Simuation
• 3D printing and 3D pathfinding simulation technology
• Improve affordability and operational excellence
throughout the entire lifecycle
• LM Space Systems Company examples - 2014
13
Integrated Data Management for
Digital Tapestry
The Digital Tapestry
Creating an Integrated Model Based Enterprise
•LM, 2014
14
Digital Tapestry Transformation
• “Digital tapestry” as seamless digital environment
• Next-generation digital manufacturing technologies
can extend throughout the lifecycle
• Driven by integrated Model Based Engineering (MBE)
tool set that keeps the digital data intact from
conceptualization to realization
• Requires underlying CM/DM
15
Importance of Standards
• New industry standards vs. DoD
• Supplier integration
• Systems engineering
• Design data and operational data management
• Open systems profile to enable data interchange
16
Final Report MBE
Subcommittee,
Feb., 2011
17
Model Integration Through The
Product Lifecycle
Concept
Development
Technology
Development
Concept Refinement
System
CONOPS
Model
Production &
Deployment
Engineering &
Manufacturing
Development
System
Requirements
3D CAD
Model
Operations &
Sustainment
Producibility
Model
O&S
Hub…
TBD
Mech.
Analysis
Model
System
Test
Model
Reliability
Model
System
Architectur
e Model
System
Cost
Model
Lifecycle
Cost
Model
Bill of
Materials
Software
Model
Firmware
/ Elect.
Model
System
Analysi
s Model
Integration of Major Hubs
Achieved through
Integrated Data
Management Layer
Integrated Data Management Layer
Chris Oster, “The Lockheed Martin Digital Tapestry”, 2012 INCOSE Model Based Systems Engineering
(MBSE) Workshop, Jacksonville, Florida.
18
Tom Hannon, “Evolving Lockheed Martin’s Engineering Practices
Through the Creation of a Model‐centric Digital Tapestry”, NIST Model
Based Enterprise Summit, 11-12 December, 2012
19
Data Quality /
Information Management
• Pay up front or pay more later in long term sustainment
costs
• Parallels for requirements / software
• Technical debt for poor CM/DM
• Cost of manual conversions / quality checks
20
CM/DM Leadership Opportunities
• Early involvement during design
• Part of product support management team
• Support better decisions
• Drive innovation made possible by CM/DM
21
Capability Management Vision
• Engineering baseline management – digital data /
configurations
• Fielded baseline / asset management – where and what
condition
• Reliability / field feedback and root cause analysis
• Modernization through spares / upgrades opportunities
• Supplier / industrial base / customer integration
22
Next Steps
• Accept the challenge
• Demonstrate value proposition / business case
• Be an integrated member of design / product
support management / integrator team
• Be ready to support the next generation
23