2007 Issue 3 - Raytheon

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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.
The National Air and Space Museum’s Steven F. Udvar-Hazy Center outside of Washington, D.C., was the perfect setting for a dinner and ceremony honoring 19 Raytheon teams with the 2006 Excellence in Operations and Quality Award. The award is one of Raytheon’s highest honors and recognizes outstanding achievements that contribute to Raytheon’s growth and help ensure our customers’ mission success. Ninety-five award recipients were lauded at the June 28, 2007 event by Taylor W. Lawrence, vice president of Corporate Engineering, Technology and Mission Assurance, for their commitment to the Events 2006 Excellence in Operations and Quality Awards innovation, creativity and quality that drive Raytheon forward. The recipients represented all six businesses, Raytheon Systems Limited and several collaborative efforts among multiple businesses. The awards celebration was a part of the 2007 Mission Assurance Forum, and appropriately, Mission Assurance was a common thread among the award-winning teams. With the competitive nature of today’s marketplace, delivering a product on time and within budget is expected. The process excellence exemplified by the award recipients continues to set Raytheon apart – leaving customers with no doubt that our products will work the first time, every time, whenever and wherever needed. During his keynote remarks in the Udvar- Hazy Center’s IMAX ® Theater, Dr. Lawrence noted, “We must provide Mission Assurance and improve performance continually to build and maintain customer confidence. The teams we honor tonight have done that, and are an example to all of Raytheon’s employees. We recognize them for their pursuit of excellence, for meeting customer needs, and for their leadership.” Raytheon congratulates and applauds this year’s winners. To learn more about the winning teams and their achievements, visit the Raytheon Excellence in Operations and Quality Awards intranet spotlight feature at http://home.ray.com/feature/maf07/maf07_ award_story. RAYTHEON TECHNOLOGY TODAY 2007 ISSUE 3 23
Page 1 and 2: Technology Today HIGHLIGHTING RAYTH
Page 3 and 4: Technology Today is published quart
Page 5 and 6: Raytheon is developing enterprise a
Page 7 and 8: Raytheon was awarded a $100 million
Page 9 and 10: ENGINEERING PROFILE Guy Germana Sen
Page 11 and 12: Leveraging Technology to Realize Se
Page 13 and 14: as separate services (or be replace
Page 15 and 16: LEADERS CORNER Dr. Peter Boland Vic
Page 17 and 18: onTechnology The Many Benefits of C
Page 19 and 20: There are currently limitations to
Page 21: Getting to Know Your Raytheon Certi
Page 25 and 26: Raytheon Technology Network Spring
Page 27 and 28: corporate technology goals for 2007
Page 29 and 30: Raytheon Acquires Percy Spencer’s
Page 31 and 32: CHINA, SOUTH KOREA JAMES FLORENCE P

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