Manufacturing in the 21 st Century Global Enterprise

1. Manufacturing in the 21st Century Global Enterprise (Combination of July 11 & August 13, 2008) Global Collaborative Manufacturing Architecture Development DoD Business Mission Area Dennis E. Wisnosky USD (AT&L)Office of BusinessTransformation DoD Business Mission Area (BMA)Chief Technology OfficerChief Architect

2. The Collaborative Challenge • The government and industry do not adequately share sufficient knowledge of needs, priorities and opportunities for defense manufacturing and industrial base improvements • This lack of knowledge and visibility raises the transaction cost of developing, and increases the time to deploy, new manufacturing technology dependent defense systems • Develop a Framework to manage collaboration between government and industry regarding investment in the defense industrial base and future manufacturing capabilities Problem causes Increased cost and time requires Solution

3. Third party studies and industry visits Government Commercial National Civilian Military Global Confirmed Challenges DSB Report says there should be a proactive National Industrial Strategy and Policy Vision and Requirements Associations Manufacturing 2040 GCMA Collaboration and Innovation Programs and Projects • Industry Visits Confirmed Need for: • Defined Commodity COIs • Modeling & Simulation of E2E Environments • Boundaries to control Industry Partnerships vs. Competitors Compatible Investment DSB says: Supply Chain Consolidation has weakened DoD influence on industry investment. Laws limit ability to collaborate.

4. GCM Related to DoD and the Nation • Evolution of Globalization is underway and is a “game changer” • Manufacturing remains critical to economy but the nature is changing in 21st century and competitive pressures are unrelenting • Approaches to innovation and competitiveness is different • GCM offers US manufacturers in all sectors the capability to leverage, engage and thrive in the 21st Century global environment • Translating innovation into capability and wealth requires the collaboration within the entire supply chain • Establishing an industry based, government supported strategy for this complex topic is important • National Industrial Capability Goals/Intents, Architecture, R&D, Training and Education • Understand. Align & integrate all current laws, regulations, etc – must have integrated view • Build on DoC Manufacturing and Services Interagency Efforts

5. Culture Changes Global Collaborative Manufacturing Architecture Guided by Industry Vision/Requirements Associations NDIA AIA EIA NACFAM IACPrograms F-35 FCS (Others) Initiatives MBE NCM SCOR Supports Government Innovation OSD/ManTech OSD/IP DoD BMA Program Offices Weapons Systems COCOMs/Services/ Agencies Allied/Coalition Partners DoC MAS Driven by Compatible Investment Yields Results Changes Culture GCMA National Security through U.S. Leadership in 21st Century Global Manufacturing“Synergies to support superiority with affordability and speed”

6. Global Collaborative Manufacturing Architecture (GCMA) Framework The GCMA would be established from the viewpoint of the DoD Strategic Planners. This viewpoint exposes the common processes, stakeholders, vocabularies and business/system rules. Earlier efforts (Government and Commercial) had focused on the viewpoint of the industrial value-stream (Large-Scale System Integrator or Weapon System specific). From that viewpoint, the value-streams appear unique and have significant differences. The GCMA Framework allows the value-stream uniqueness to exist, but still guides and constrains DoD Industrial Capabilities for Alignment, Visibility, Robustness and Agility. • GCMA Framework establishes a mechanism to control the cyclic development and maturing of the Network-Centric Industrial Environment • Provides a means to link to other DoD architectures that will support and govern the effort (i.e. BEA) • As each cycle of architecture develops, the framework helps to expose: • Where should priorities be focused • What is the cost • What is the benefit • Industrial Value-Streams help identify Governance participants and sources of SMEs • The framework serves as a dashboard to articulate progress and risks

7. R&D/Readiness • Design • Test • Manufacture • Sustain Life-CyclePhase IndustrialValue-Stream • Aerospace • Shipbuilding • Tank/Automotive • Munitions and Weapons • Missiles/Space • Electronics Electronics Value-Stream has touch points within each of the unique Industrial Value-Streams • Business Activities Business Activities support all Phases and are a source of Value-Stream milestones, Governmental touch points and Common Vocabulary (includes: Architecture Tools and Business Functions as deployed by the BEA, specifically; Acquisition, People, Material and Financial Management) GCM Architecture Framework

8. Notional OV-1 Investment Framework GCMA Investment Framework Governance Acquisition • Industrial Base Policy • Engineering Review Boards • Commodity Managers/Teams • Weapon System Support/Commodity Managers • Scope “Leap” - linking Mfg Capabilities to Weapon System Requirements • Acquisition Flexibility (Multi-year versus year-to-year) • Impact of Performance Based Contracting $ • TRL/MRL • Performance Metrics • Manufacturing Portfolio Management Capability Maturity Commodity- basedCommunities of Interest Manufacturing Transition Plans Collaboration Enabled Manufacturing Architecture Examples Model–Based Engineering andManufacturing Net-CentricManufacturing DFx Modeling and Simulation Architectures • BEA • DIEA • PSI Architectures Six Sigma Lean Thinking • Achieve lower costs and faster-to-field capabilities while achieving better performance • Reduce prototyping cycles while improving quality and reliability • Enterprise-Level Manufacturing Integrated Data Environment (Common Vocabulary) • Improved Weapon System Sustainability 8

9. S S OEM S OEM S OEM S PSI OEM OEM PSI OEM OEM OEM S S S The Macro View – What’s Different… • Reduce • Rigid Supply Chains • Functional Boundaries and Silos • Hierarchies • Command and Control • Heighten Capabilities • Digital Thread • Interoperability and Standards • Intense Collaboration and Smart Trust • Performance Measures and Complexity Management at Systems Level • Redefined Manufacturing Skill Sets Discussion: What’s Missing??

10. Characteristics of theGlobal Manufacturing Enterprise • The Enterprise Is Designed for Robust Incorporation of Speed To Delivery, Superiority, Affordability, Adopting Innovation, Security, and Rapidly Responding to New Information. • The Enterprise Contains Small and Large Entities, All Having Access to Exactly the Information and Capabilities Needed to Realize Their Value Proposition Within the Overall Network. • Intense Collaboration Generates Networks of Commitments and Smart Trust That Are Foundational to Achieving Results. • Connectivity of the Enterprise Provides Enterprise-wide Real Time Visibility of Capabilities and Status.

11. Architecture Transformation Approach • DUSD Industrial Policy (IP), DUSD Advanced Systems and Concepts (AS&C) and DUSD (BT) are Collaborating to Focus on the Government-Industry Framework for Lifecycle Manufacturing in the National Security Defense Industrial Base. • Office of Business Transformation With Support from the Business Transformation Agency (BTA) Leads an Initiative to Implement the Network Enterprise Management Approach: • Create the Global Collaborative Manufacturing Architecture (GCMA) • Link to the DoD Strategic Management Plan (SMP) and BMA Enterprise Transition Plan (ETP)

12. “Round Trip Matrix”

13. 3.2 1.3 2.4 2.1 2.3 3.1 2.2 1.1 2.5 1.4 1.2 GCMA Roadmap (Release 0) PM Milestone 1 IPR • Project Deliverables • D1 – GCMA Strategic Plan • D2 – Overview Description, AV-1 • D3 – Integrated Definition Dictionary, AV-2 • D4 – High-level, Capabilities-based Activity Diagram, OV-5 • D5 – OV-6C, Critical Defense Manufacturing Collaboration • D6 – Plan of Action and Milestones, 2-yr, POA&M GCMA IPR Research GCMA Release 0 Assess State of Industry Sectors Describe GCM Enterprise Describe Capability-based Investment Framework Establish Linkage to ManTech Strategic Plan Strategy Development D1 Describe Overview Framework Development(Architecture) Develop Framework D2 D3 Integrated Definitions and Dictionary D4 GCMA Release 1 – 4 monthsGCMA Release 2 – 7 months Capabilities Critical Defense Manufacturing Collaboration (OV-6c) D5 Communication Road trip Future Planning ManTech Strategic Plan Appendix D6 POA&M- 2 yr 13

14. What’s Next ….. Need to : Complete Phase 0 On schedule Begin Phase 1 Engage DoD and Congress on need for Investment Management Framework for Manufacturing More robust stakeholder engagements “….less collaboration than originally anticipated…” Prepare for “War Gaming” at DMC 2008; Industry and Government 14

15. Next Steps (Road Trips to gather real world experiences from industry – completed) Draft work products under review Capability-based Investment Framework being refined Working Group sessions weekly DMC 2008 Technical Session Presentation being prepared GCMA

16. Addendum – DMC Technical Sessionson GCM / NCM Four sessions, two or three speakers each 1:30 & 3:30 pm both Tuesday & Wednesday One main topic area for each session: Architecture R&D for GCM / NCM Intense Collaboration Leadership & Management Call for Abstracts forthcoming GCMA