2007 Issue 3 - Raytheon

People
ET&MA
Professionals
Exemplify
Raytheon’s
CFM Strategy
Military Think Tank Team
Jeffery T. Jacoby, IIS; Sou C. Wong-Lee, SAS;
Craig Korth, IIS; William J. Farmer, NCS;
Steven R. Shelton, IIS
The Military Think Tank (MTT) Team took a new
approach in identifying mission capability gaps
for Phase -1 and Phase 0 activities. The team discovered
that 96 percent of Raytheon’s customer
contact points were within the community of brokers
(acquisition agencies). Only 5 percent of contacts
involved mid-stream users — and no contacts
existed with end-users, making our understanding
of mission context incomplete.
To close this gap, the MTT team conducted two
think tank sessions involving 113 employees
from across Raytheon businesses whose military
service might yield insights into end-user needs.
The team orchestrated dialogues between these
end-user groups and members of Business
Development and Engineering, focusing on two
cornerstones of Mission Assurance and Quality:
being a customer advocate and understanding
the customer’s mission.
These dialogues generated 57 ideas for new business
— four of which were later booked. Because
the team took the initiative to understand our
customer’s customer, $2M in firm bookings were
gained, with another $14M forecasted, and
Raytheon’s standing as a Mission Systems
Integrator was reinforced. This cross-functional
22 2007 ISSUE 3 RAYTHEON TECHNOLOGY TODAY
Ensuring Our Customers’ Mission Success
Highlighted below are three of the 19 teams which captured awards at Raytheon’s Excellence in Operations
and Quality Awards, held in June 2007. These awards honor teams across the company whose outstanding
achievements have contributed to Raytheon’s growth and helped ensure our customers’ mission success.
Each award winner’s story brings to life our Vision, Strategy, Goals and Values — and showcases the
quality and operational leadership that drives our company forward.
and cross-business effort broadened our collective
grasp of mission context, allowing Raytheon
to offer more complete, integrated solutions that
meet both contract and end-user needs.
Single Integrated Air Picture Software Team
Tam Vo, Stephanie K. Delzer, Wendy H. Kuo,
Thomas V. Nguyen,
Mark A. Engebretson (not pictured)
The U.S. Air Force chose ThalesRaytheonSystems
(TRS) Fullerton to integrate and evaluate the government’s
new joint services Single Integrated Air
Picture (SIAP) command and control (C2) systemof-systems.
Though awarded the SIAP program 18
months later than other pathfinder programs, the
TRS Battle Control System (BCS) SIAP Software
Team emerged as the clear front runner by integrating
major releases of government-furnished
software in less than three weeks, which the
competition took six to 10 months to complete.
Based on this team’s rapid integration results, the
government designated TRS as the pathfinder-ofpathfinders
for their system-of-systems. The
team’s exceptional performance provided the Air
Force its most advanced SIAP test bed and
earned praise from the government PMO, which
described TRS as being “second to none.” By consistently
exceeding customer expectations while
maintaining cost and schedule, this team has
positioned Raytheon favorably with every branch
of U.S. Armed Forces and with the Office of the
Secretary of Defense. TRS is currently preparing a
presentation and demonstration for the Defense
Acquisition Board at the Pentagon.
Enterprise Process Team
Bill B. Billingsley, J. Michael Hanavan,
Carolyn B. Hickey, Kathryn H. Kirby,
John B. Miller
In 2006, the Intelligence and Information Systems
(IIS) Enterprise Process Team (EPT) led the design,
development and implementation of a set of
common business processes across the enterprise,
enabling 8,200 employees at six separate work
sites to use a single set of policies and procedures.
This team significantly streamlined organizational
process guidance and successfully completed
a Capability Maturity Model Integration
(CMMI ® ) Level 3 appraisal across the full scope of
the CMMI model — an unprecedented accomplishment
for an Operations team.
Driving process performance through Operations
enabled IIS to become the first Raytheon organization
to achieve both the Integrated Product
and Process Development (IPPD) and Supplier
Sourcing (SS) portions of the CMMI, which fewer
than 3.5 percent of companies appraised by the
Software Engineering Institute (SEI) achieve.
The CMMI credential was a requirement for
Raytheon to be able to bid on the BAMS contract.
By establishing a single set of business
processes and conducting a businesswide CMMI
appraisal, the EPT eliminated nearly $8M in
redundant appraisal costs and reduced process
management cost by nearly $3.5M per year.
The resulting $15M projected overhead savings
through 2012 represents significant savings
for our customers.