RAYTHEON BRINGS EO TECHNOLOGY To Defend Our Nation

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Piali De is a senior principal engineer in Integrated Defense Systems’ (IDS) Mission Innovation (MI) Cross Business Team (CBT). De is responsible for developing innovative approaches to integrating missions and analyzing mission performance. “I was thinking about my seven years in Raytheon, how I had left academia to join the defense industry so that I could use my technical skills to make a difference to the folks who give us their all.” At her first meeting with IDS President Dan Smith at his holiday party last year, De introduced herself and said she wanted to make a greater difference. In 2004, De started working in MI with Lee Silvestre, director of the MI CBT. “John Rannenberg, manager of growth and outreach for the MI CBT, gave me the opportunity to work on a Fires Working Group Cooperative Research and Development Agreement with the Marine Corps, whose charter is to help the Marines take a holistic look at their fire missions.” The charter came from a commitment that Raytheon made a year and a half ago to Marine Corps Commandant General Hagee. “Working with the Marines added new meaning to creating solutions that help the warfighter,” says De. “I learned a lot about how the Marines [execute] their missions, and I have developed some pretty nifty technologies to help them.” One of these technologies is the Raytheon Adaptive Mission Profiler (RAMP), an intelligent system for designing, developing, testing, profiling and optimizing missions. “RAMP allows real or simulated mission components — sensors, command and control systems, people, weapons, etc. — to interact. RAMP observes the mission and analyzes its performance, whether it will meet its goals or create an undesirable situation,” she explains. De has briefed RAMP to customers, warfighters and flag officers. “This fuels my excitement, and I am having a blast. I am applying all the intelligent system technologies that I have worked on for over a decade into RAMP. It is fun to see it all come together in something that makes a difference.” 24 2005 ISSUE 1 The Future State of IPDS For several years now, Raytheon’s Integrated Product Development System (IPDS) has been in existence and used across Raytheon. Version 2.0 was released in 1999 and has undergone several revisions since then. Together with Raytheon Six Sigma TM and our CMMI ® -based process improvement activities, it provides Raytheon with the knowledge base to plan and execute programs successfully, with the highest assurance that our products and services will meet our customer’s mission needs. These processes contain valuable information that is based on experiences and best practices from across Raytheon, and from various national and international standards and models. Program teams can use the information in IPDS to plan and execute their activities; IPDS Deployment Experts (DEs) are available to help projects use IPDS. DEs know where information is located in IPDS, and have the skills and experience to help projects effectively apply that information. They can help the project team develop the appropriate project architecture. This project architecture is analogous to the system architecture, and defines how the project’s resources will be organized and function together to perform the tasks needed to develop and provide the products and services to meet the customer’s need. The truth is that this “as documented” state isn’t always reflected in the “as executed” state; the knowledge in IPDS isn’t always put into practice. Evaluations of troubled projects indicate that many of them would be in better shape if they had applied the right processes at the right time; these processes nearly always were available in IPDS. So why were these processes not used? Why does this situation exist? Is there a problem with the information in IPDS? Are there problems in how we apply and use IPDS within Raytheon? IPDS contains so much potentially useful information that it’s hard to find what you are looking for. If you know which rock to turn over, you can usually find the desired information, but it can be hard to find the right rock in the entire quarry that is IPDS. In addition, even once something is located, it can be difficult to determine what is really relevant — everything in IPDS is essentially presented as equal in importance. Feedback from users — evaluation of website hits, inputs to the IPDS Help Desk, surveys of various user groups, direct e-mails — confirm that while IPDS contains a lot of good information, users encounter difficulties in turning it into knowledge and then putting that knowledge into practice. Across the company, there exists a relative handful of DEs that can help programs and personnel find and use the information in IPDS. As a result, people are not getting everything from IPDS that is possible, and we need to improve this situation. In the spring of 2004, an IPDS steering committee was established with representation from all of Raytheon’s businesses and many key functions. That group has established a new vision for IPDS, along with a roadmap for improving IPDS by the end of 2005. We are moving forward with developing the architecture for this future IPDS. It will consist of an integrated process (IPDP) and a process asset library (PAL) containing supporting process materials. The future IPDP will be similar in many ways to IPDP today, but noticeably streamlined in the number of tasks and with task descriptors focusing on the essential “whats.” The PAL will contain the “how tos,” such as work instructions, templates, checklists, etc. — both Raytheon-wide and local business enablers. The future IPDS will be consistent with CMMI through Level 5, as well as Raytheon’s Mission Assurance initiative. Beyond improving the content of IPDS, a key objective is also to ensure the new architecture makes it easier for users to find, understand and use applicable information in IPDS to plan and execute their work. Improved web interfaces and program planning aids are a key element of this future state for IPDS, a state where wizard-like aids help guide the generation of a program’s integrated master plan/integrated master schedule, where tailoring is simplified, and the DE’s role is more about helping program teams determine how to best plan and organize their work and their resources to enable success for Raytheon and our customers. • John Evers john-evers@raytheon.com
Welcoming more than 300 participants to the third annual Women’s Forum, held November 16-18 at the Wyndham Anatole hotel in Dallas, Texas., Chairman and CEO Bill Swanson, a lauded Diversity champion both in the company and in the industry, emphasized, “We all need to be equally committed to inclusiveness at Raytheon.” In support of this goal, Greg Shelton, vice president of Engineering, Technology, Manufacturing and Quality, added, “We’ve said many times that people are our greatest asset. Having a diverse workforce that The message is clear: we are all responsible for our customers’ success. The 2004 Mission Assurance & Quality Forum welcomed almost 350 attendees to the Embassy Suites-Outdoor World October 25-27 in Dallas,Texas. Representatives from Quality, Operations, Engineering, Supply Chain, IT and other Raytheon professionals, suppliers and customers came together to collaborate on Mission Assurance and Performance Excellence initiatives. The days were packed with information regarding Mission Assurance and Quality, steeped with messages of expecting the best from ourselves and our suppliers in order to deliver the best solutions to our includes women in key roles provides a balance in our thinking about leadership.” With the introduction of outgoing Diversity champion Jim Schuster, chairman and CEO of Raytheon Aircraft Company, Swanson applauded Schuster’s dedication and commitment to encouraging women to succeed. Schuster then passed the torch to the new Diversity champion, Louise Francesconi, president of Missile Systems, who said, “It makes it so exciting to be in this role for the next couple of years — with a boss who encourages Diversity so widely and so broadly. You have my commitment, my focus and my passion.” Attendees enjoyed numerous speakers and presentations, including a Myers-Briggs exercise designed to help professionals discover behavioral attributes. Additional presenters spoke about the challenge of becoming successful leaders, while various customers. Informative sessions and papers were presented in four tracks: Leading Customer Satisfaction, Leading Supplier Management, Leading Change with Metrics and Leading Professional Development. Keynote speakers Dale Crownover, president and CEO of Texas Nameplate Company (Dallas); John Guaspari of Guaspari Associates; and Daniel Hanson, vice president of sales and operations, Branch-Smith Printing Division (Fort Worth), spoke about customer commitment and staying focused on customers’ success. Greg Shelton, vice president of Engineering, Technology, Manufacturing and Quality, breakout sessions and panel discussions focused on building an inclusive organization, communicating effectively, and personal and professional development. A realtime survey explored group responses to myriad issues leaders face in our industry. The survey revealed that if given the chance to work in the aerospace/defense industry again, 70% of attendees would not choose a more gender-balanced industry. For the full story, descriptions of the breakouts, presentations and photos, visit http:// www.ray.com/feature/w_forum_2004. • spoke about looking at the big picture when it comes to our customers’ needs and what a customer’s vision requires. “Wouldn’t it be interesting if our customers came to us for solutions which may not even be for Raytheon products, but they’ve recognized that Raytheon’s going to bring to them the best solutions possible?” For full details about the forum, visit http://home.ray.com/feature/maqf_2004. All track presentations and webcasts will also be available online in the Technology Process Library at http://home.ray.com/ rayeng/technetworks/tab5/tab5.htm. • 2005 ISSUE 1 25
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RAYTHEON BRINGS EO TECHNOLOGY To Defend Our Nation

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