INTEGRATED MISSION SOLUTIONS DD(X ... - Raytheon

technology 

today 

HIGHLIGHTING RAYTHEON’S TECHNOLOGY 

Summer 2003 Volume 2 Issue 2 

INTEGRATED MISSION SOLUTIONS 

DD(X) – Transforming Naval Technology

A Message from Greg Shelton 

Vice President of Engineering, 

Technology, Manufacturing & Quality 

Ask Greg on line 

at: http://www.ray.com/rayeng/ 

Editor's Supplement 

Spring 2003 edition: 

1) “Engineers as Lifelong Learners” 

article (page 24) was written by 

Freeman Moore, not Victor Wright. 

2) Alan McCormick (page 28), director 

of engineering and technology at RSL 

received his degrees from Heriot Watt 

University in Edinburgh, Scotland, not 

Edinburgh, England. 

2 summer 2003 

From Chips to Ships 

In this issue of technology today, we feature DD(X)—a program that is transforming technology 

for the Navy. DD(X) is a revolutionary program for Raytheon that will move us forward as an 

integrator of mission solutions. The engineers and technologists that are working on DD(X) are 

excited and proud to be a part of this challenging program. Their energy is contagious. The 

breadth and depth of the technology at Raytheon is insurmountable. From MMIC (monolithic 

microwave integrated circuit) chip technology to T/R modules, from focal plane arrays and signal 

processing to systems integration—we have the strategies, capabilities and technologies from 

design, product development, system integration and test through operations and support cycles. 

Radar technology is in our roots and the heart of it all is the MMIC chip technology. I believe that 

our MMIC chip technology and manufacturing capabilities is a business discriminator—as 

detailed in this magazine. We have the capabilities from chips to ships. MMICs are critical to our 

advanced radar and communications business. RRFC continues to reinvent technology to provide 

state-of-the-art solutions and drive the competition. 

I am also very proud of the hard work and efforts that we have made with CMMI (Capability 

Maturity Model Integration) across the company. IDS and IIS in Garland, Texas have set the stage 

and led the way, being the first to achieve CMMI Level 3 appraisals. It is a great accomplishment 

and many of the other engineering sites are working hard to achieve the same. I am proud of the 

One Company efforts that are on-going to make these milestones. The CMMI project managers 

and Engineering Process Groups (EPGs) are working together to share best practices and lessons 

learned. NCS and SAS in North Texas achieved CMMI Level 5 for Software this past week—it is 

an exciting time for our engineering community as we all work to drive a process culture, providing 

a bedrock of discipline enabling technology to flourish. 

We are driving Raytheon Six Sigma into the design phase, from business strategy execution 

through systems integration, test and validation. We need to continue to stop the fire-fighting and 

prevent the fires—and that is what Design for Six Sigma (DFSS) is all about. The tools are 

embedded in our development process, IPDS (Integrated Product Development System), and need 

to be used throughout the design process. We will continue to share program successes with DFSS 

in future issues. 

Please take the time to read through this issue and learn about the exciting technologies that are 

being designed, developed and used for DD(X)—it is an exciting program, for our people, company 

and partners. 

Sincerely, 

Greg

TECHNOLOGY TODAY 

technology today is published 

quarterly by the Office of Engineering, 

Technology, Manufacturing & Quality 

Vice President 

Greg Shelton 

Engineering, Technology, 

Manufacturing & Quality Staff 

Peter Boland 

George Lynch 

Dan Nash 

Peter Pao 

Jean Scire 

Pietro Ventresca 

Gerry Zimmerman 

Editor 

Jean Scire 

Editorial Assistant 

Lee Ann Sousa 

Graphic Design 

Debra Graham 

Photography 

Jon Black 

Rob Carlson 

Publication Coordinator 

Carol Danner 

Contributors 

Jerry Charlow 

Arcenia Dominguez 

Jeff Gilstrap 

Ilene Hill 

Mike Hurt 

Karen Johnson 

Bill Killeavy 

David Laighton 

Chuck Larrabee 

Siobhan Lopez 

Tom McHale 

John Moriarty 

Dan Nash 

Lynda Owens 

Courtney Penny 

Mark Polnaszek 

Ann Taylor 

Brian Wells 

Gary Wolfe 

Frank Zupancic 

INSIDE THIS ISSUE 

DD(X) – Transforming Naval Technology 4 

DD(X) Systems Architecture 5 

MK57 Advanced Vertical Launch System 6 

Dual Band Radar 8 

Distributed Development, Test and Integration 9 

External Communications 11 

Integrated Undersea Warfare System 12 

Total Ship Computing Environment 13 

Engineering Perspective – Mark Russell 14 

Leadership Perspective – Mike Hoeffler 15 

MMIC Chip Technology 16 

CMMI Accomplishments 19 

Design for Six Sigma 21 

In the News 24 

IPDS Best Practices 26 

Quality Awards 28 

Patent Recognition 30 

Future Events 32 

EDITOR’S NOTE 

I hope you all notice our new cover for this issue of technology today, reflecting our new brand 

identity. This design is part of the initiative to align our branding around our Customer Focused 

Marketing efforts so that as we deliver to our customers around the three components of CFM— 

Performance, Relationships and Solutions, we present a unified look to our customers and our 

employees. 

Like many of you, I did not always think about branding or even marketing in my prior role as a 

materials engineer. As long as I understood the requirements, worked with my team, and designed 

and developed products that performed, I believed I had done my job. As I transitioned into communications, 

working across the Enterprise, I became a true believer of the value of branding, both 

internally and externally. It is at the heart of One Company. 

On a personal level, I relate the importance of branding with the Target symbol—the red bulls eye 

so predominately displayed in media, advertisements and in the store itself. Yes, I am a shopaholic, 

but I am also a working mother of three with little time and lots to do. I love Target for its value, 

quality and ease. Each time I visit a Target store, I also find it a fun experience—they’re providing 

that experience through their brand in everything they do. 

At Raytheon, we all need to continue to enhance the branding of Raytheon in everything we do. 

We celebrate our differences, embrace our cultures, and operate as One Company. One Company 

means working with our customers to provide superior solutions, executing flawlessly and in the 

end, growing as a company, while protecting the Raytheon brand. 

Jean Scire, Editor 

jtscire@raytheon.com 

an Product 

summer 2003 3

Raytheon 

Integrated Mission Solutions 

DD(X) – Transforming Naval Technology 

T 

he ability of the United 

States, as a maritime 

nation, to project its 

influence around the globe is 

as critical to the freedom of 

our allies as it is to our own. 

Throughout the history of the United States 

there have been distinct periods when the 

investments in developing new ships for the 

Navy have spawned technological advances 

that have influenced subsequent ship design 

efforts around the world for years to come. 

One of the most famous examples comes 

from the American Civil War. The advent of 

the U.S.S. Monitor introduced a totally new 

class of fully-armored, steam-powered, 

screw propeller-driven warships. It has a 

compact hull, low profile, unobstructed 

decks, a small comparatively specialized 

crew, and a revolving gun turret that could 

be brought to bear on any naval or land 

target regardless of the Monitor’s heading—while 

also effectively protecting both 

the guns and the gun crews. 

Nothing like the Monitor ever existed 

before, and, virtually overnight, it relegated 

sail-driven, wooden ships-of-the-line with 

their primitive broadside armament and 

time-consuming gun-aiming maneuvers to 

obsolescence. In today’s terminology, this 

seminal class of naval vessels represented a 

“transformational” design concept, signifying 

a radical departure from the old ways— 

a true revolution. And, its unqualified success 

quickly and heavily influenced the 

thinking of every major and minor naval 

power around the world for decades to come. 

Now, another transformational concept in 

naval ship systems design, is rapidly taking 

shape: DD(X), a new surface combat vessel 

that promises to impact all new naval ship 

designs well into the 21st century. 

4 summer 2003 

The DD(X) is one of the most complex ‘system of systems’ currently in development. 

Versatility and Aggressiveness — The 

Traditional Hallmark of Naval Destroyers 

Since first introduced to the world’s navies 

at the dawn of the twentieth century as 

fast torpedo-carrying surface attack vessels, 

destroyers have come to be recognized as 

some of the most versatile and aggressive 

surface combatants ever developed— 

legendary “hunter-killers” of the seas. 

Throughout their long history, destroyers 

have continued to assume progressively 

greater defensive and offensive roles, such as: 

• Conducting anti-submarine, anti-mine 

anti-shipping, anti-aircraft, and electronic 

warfare; 

• Supporting U.S. Marine and other 

combat forces ashore with gunfire 

and missiles in support of amphibious 

assault and other combat missions; 

• Screening and defending other ships 

in the fleet, as well as convoys of 

ships carrying vital troops, equipment 

and material; 

• Patrolling the high seas conducting 

surveillance activities to keep them 

safe in times of peace and of war; 

and 

• Performing humanitarian missions 

such as search and rescue. 

Although “DD” has long been the U.S. 

Navy’s shorthand for “destroyer”, the new 

DD(X) will be a vessel that far surpasses the 

operational spectrum traditionally associated 

with naval destroyers, even in their most 

recent AEGIS incarnations. 

With the advent of DD(X), the hereditary 

versatility and aggressiveness of the destroyer 

is destined to grow in startling ways that 

the designers of the original torpedo boat 

destroyers could never have envisaged a 

century ago. 

Four Key DD(X) Concepts to Understand 

To better understand why DD(X) is so transformational, 

it helps to view the ship in 

terms of four broad concepts, described by 

Michael Hoeffler, vice president of the 

DD(X) Program at Raytheon Integrated 

Defense Systems: 

• The Human System “The ability to integrate 

the sailor as a critical part of the 

Integrated Warfare System is a revolution,” 

says Cronin. “We ‘design in’ the 

operators as part of our DD(X) command 

center. We apply intensive automation. 

We look at the total ship and all of the 

work requirements to achieve a signifi-

cantly greater capability from a ship perspective 

at significantly lower crew levels.” 

• Survivability “DD(X) will use a combination 

of passive and active means to 

fight in coastal (littoral) and other environments 

with incredible warfighting 

capabilities,” says Hoeffler. 

• Mobility “DD(X) will be designed to 

operate in forward areas for extended 

periods,” says Hoeffler. “It will have the 

ability to replenish underway—including 

long-range land attack projectiles. In 

addition, because of the way the ship is 

designed, it will have the ability to transit 

minefields and operate in other difficult 

littoral areas and do so with great success.” 

• Integrated Warfare Systems “If you 

look at ships today,” says Hoeffler, “land 

attack, anti-air warfare and anti-submarine 

warfare each are separate systems. 

On DD(X) we have fully integrated the 

capability that combines each of these 

domains into one cohesive system. We 

have a single integrated command center, 

such that the ship has the ability to 

think and fight in a multi-domain perspective: 

land attack, undersea warfare, 

anti-air warfare, information dominance, 

and so forth. It can look at all of those 

missions simultaneously and execute 

them with greater effectiveness. The 

technologies underpinning this architecture 

are truly revolutionary. This was in 

fact the major element of our proposal 

to the navy, to harness that revolution 

in technology.” 

The Role of Raytheon Integrated 

Defense Systems 

Reflecting back on the U.S.S. Monitor, one 

of the most important attributes that made 

it such a significant departure from conventional 

1860’s shipbuilding approaches is 

related not to the ship itself but to the manner 

in which it was created. It was designed 

and built by an independent contractor— 

John Ericsson—whose foresight, innovative 

ideas, and keen ability to engineer a truly 

well-integrated and highly effective surface 

combatant were unlimited by the traditional 

boundaries of naval ship design then in 

vogue. So too is the situation with DD(X) 

and Raytheon’s ongoing role in the project. 

Achieving all DD(X) objectives within a 

single naval vessel involves a myriad of 

complex integrated warfare systems and 

subsystems. Working in concert with the 

program’s prime contractor, Northrop 

Grumman Ship Systems and the Navy, 

Raytheon Integrated Defense Systems has 

been designated overall DD(X) electronic 

and weapon systems integrator, tasked with 

the responsibility of making certain that all of 

these concepts are transformed into reality. 

As the systems integrator for all shipboard 

electronics, missions systems engineering, 

software development and test 

and evaluation systems on the DD(X) program, 

Raytheon is facing some new and 

exciting challenges in the days ahead. Bestof-breed 

methodologies and approaches 

are being applied to the design of the 

DD(X) system and software architecture. 

Raytheon has been renowned for building 

shipboard radars, missiles, electronics and 

communications equipment for many years, 

but DD(X) is the first program in which the 

company has had the opportunity to put all 

the pieces together. The approach to designing 

a system architecture is essential to understanding 

how to put those pieces together. 

Using a side-step approach modeled after 

the George Mason University systems architecture 

design process, DD(X) system 

designers are defining all the parts of the 

system, the best ways to assemble all those 

parts, and the most suitable strategies for 

testing the collective system. 

George Mason University is one of the leaders 

in defining system engineering processes. 

DD(X) is combining that process with the 

DoD Joint Technical Architecture and the 

Navy Open Architecture precepts to create a 

system and software architecture that is easily 

accessible to team members and customers 

throughout the DD(X) distributed network. 

DD(X) system engineers will face some truly 

unique and exciting challenges ahead as 

they design a system architecture that will 

successfully integrate approximately 30 

major shipboard subsystems, including the 

Where We Are Today 

Raytheon engineers, who are spearheading 

Phase III of the DD(X) program, are creating 

the engineering development models 

(EDMs) that are described in this special 

edition of Technology Today. Developing the 

EDMs and testing them before actual ship 

construction begins in 2005 reduces 

risk and assures operational excellence 

Continued on page 15 

Systems Architecture 

radar, launchers, guns, navigation system 

and communications suite, most of which 

are being built by other contractors. The 

DD(X) system is the largest and most complex 

of its kind that Raytheon has ever built, 

employing technologies that go beyond 

anything used in today’s Navy. “We’re still 

trying to figure out how large the ship is 

going to be, how much equipment it will 

carry, how fast it will go”, said Brian Wells, 

Raytheon systems architect on DD(X). The 

new ships will be manned with approximately 

one-third the crew that currently 

operates the destroyers of today. To achieve 

such a high level of automation requires 

using new technologies like data fusion and 

intelligent agents that essentially behave 

like a person. Intelligent agents help the 

operator make decisions by collecting and 

analyzing information, plotting one or two 

courses of action and making recommendations, 

thereby reducing the amount of 

human involvement and the possibility of 

human error. 

An engineer’s dream, this program gives 

people a rare opportunity to be involved 

with the creation of a system from the early 

concept stages right on through to the final 

sell-off to the US Navy. The DD(X) program 

has placed Raytheon in the enviable role of 

a large systems integrator, a key factor in 

positioning the company to win contracts 

for which we might not otherwise have 

been considered. As an added benefit, the 

work being done on this program will give 

smaller programs the opportunity to capitalize 

on the technological and innovative 

strengths of DD(X). ■ 

– Brian Wells 

summer 2003 5

DD(X) (continued) 

The MK57 Advanced 

Vertical Launch System (AVLS) 

is the next-generation naval 

missile launching system for 

future surface combatants of 

the U.S. Navy. Part of the 

DD(X) program, the MK57 

AVLS Integrated Process Team 

is presently designing an 

Engineering Development 

Model. The MK57 AVLS, a noteworthy 

advance in the technology of missile 

launching systems, is significantly expanding 

the capabilities of DD(X) and the future 

family of surface combatants that will 

follow. The MK57 AVLS design provides 

major increases in capability over the 

1970’s designed MK41 VLS presently used 

Barbara Belt 

is the Program Integration and 

Control Lead for the Sensors 

Segment on DD(X). In October 

she will pass a milestone with 

the company—20 years of dedicated 

service. She has enjoyed 

working on many different 

projects and says, "It's the variety 

of challenges that I find most 

exciting, especially on the DD(X) 

program. This program has such 

a broad scope that it offers a 

wealth of opportunity. The 

breadth and depth of this program 

is unlike anything that 

I've ever seen." 

Key areas in which Barbara will 

provide expertise are Cost and 

Schedule Management and 

Management Infrastructure 

6 summer 2003 

MK57 Advanced 

by the U.S. Navy. The MK57 AVLS is being 

developed by Raytheon in Portsmouth, 

Rhode Island. 

The MK57 AVLS will be mounted around 

the periphery of the DD(X) hull to provide 

greater firepower and enhanced resistance 

to battle damage. Compared to the old 

MK41 VLS, the new launcher offers a 25% 

greater missile canister area and measures 

1.66 ft. longer, resulting in a 35% increase 

in canister volume. Missile weight capacity 

is boosted by 39%. These advances allow 

the MK57 AVLS to accommodate future 

missile technologies without having to 

make major modifications to the launcher. 

Other improvements include a robust missile 

exhaust gas management system that 

P R O F I L E – T h e D D ( X ) T E A M 

Processes. Barbara notes, 

"Effective communication is critical 

to the success of our program. 

We need to define and 

deploy processes that improve 

our efficiency while accomplishing 

our goals. Our team size is 

going to continue to grow at a 

rapid rate, and we realize that 

a fully integrated ship needs a 

fully integrated team. I am 

excited to be involved in the 

process that will see the nextgeneration 

surface combatant 

ship become a reality." 

Some highlights of Barbara’s 

career include Software Task 

Management and serving as 

Deputy Program Manager on 

the Integrated Terminal Weather 

System. She has also taught 

software and management 

classes, including the EVMS 

(Earned Value Management 

System) Tracking course that she 

developed. She is a graduate of 

the University of Massachusetts 

in Amherst, with a Bachelor of 

Science degree in Computer 

Science. 

Sylvia Courtney 

is the director of the DD(X) 

Sensors Segment and has 

worked at Raytheon since 1984. 

Over the course of her career at 

Raytheon, she has worked on 

Satellite Communications, Air 

Traffic Control and Advanced 

Engineering Technology. “The 

flexibility to work in different 

domains has enabled me to 

regularly step outside of my 

comfort zone and tackle new 

application areas and new 

technologies,” says Sylvia. 

As DD(X) Director, Sylvia is very 

excited about the many interesting 

challenges on this unique 

and multi-dimensional program. 

“Because we are starting some 

will eliminate the need for a missile deluge 

system, which is expensive, manpower 

intensive and a maintenance nightmare. 

These mechanical advances in launcher 

technologies are being created with the aid 

of the MK57 AVLS IPT’s teammate and 

largest subcontractor, United Defense LP of 

Minneapolis, Minnesota. 

The most transformational advance in the 

MK57 AVLS’s development is Raytheon’s 

implementation of the electronic architecture. 

One of the first true applications of 

the Navy’s Open Architecture concept, the 

electronic architecture allows for future 

integration of new missile systems with no 

modification to the launcher control software, 

while reducing integration costs of 

thing new and unlike anything 

we have done before, there is a 

high level of excitement among 

those of us who are establishing 

the foundation from which this 

program will grow and evolve in 

the coming decades.” 

She sees DD(X) as a spectacular 

professional opportunity. “The 

members of the DD(X) team 

believe in the tremendous 

‘possibility’ of this program— 

the possibility to create truly 

transformational capabilities for 

our fleet through the application 

of technology; the possibility to 

create a process and communication 

foundation that will 

withstand the test of time; the 

possibility of creating a program 

culture that fosters personal 

development—and what is truly 

remarkable is that this feeling of 

being on the edge of doing 

something really important is 

shared by our customer and 

industry partners.”

V ertical Launch System 

the new missile’s control and interface software. 

This innovation lies in the full integration 

of three electronic modules and a missile/canister 

specific Canister Electronic Unit 

(CEU) that allows for weapon specific control 

and interface data to be transferred 

separately from the launcher specific data. 

These modules include the Module 

Controller Unit (MCU) that provides the 

interface between the DD(X)’s transformational 

Total Ship Computing Environment 

(TSCE) and the MK57 AVLS. In particular, 

this dynamic module will allow for the 

launcher and missile interface management, 

launcher equipment management, 

missile and module activity management, 

and fault detection and reconfiguration. 

The Power Distribution Unit (PDU) allows 

efficient transfer and monitoring of power 

Prior to October 2002, Sylvia 

managed the C3I Software 

Engineering Laboratory (SEL). 

This role garnered Sylvia much 

valuable experience. She comments: 

“I assumed that role 

at a time when Raytheon was 

focusing intently on organizational 

alignment, so I put a lot 

of energy into setting a vision 

for the Lab and then establishing 

an executable strategy for 

realizing the vision. Thanks to a 

very talented team, we were 

able to get the Lab aligned 

around the vision of reducing 

product cost through the application 

of the CMM Level 5 

process. It was extremely 

rewarding when the Lab 

achieved its Level 5 rating in 

December 2002.” 

Sylvia was previously a Raytheon 

nominee for the Society of 

Women Engineers, Engineer of 

the Year Award. When asked 

what accomplishments she was 

most proud of, Sylvia replied, 

to launcher and missiles. The Hatch Control 

Unit (HCU) provides advanced motion control 

and servo drive technology to operate 

all missiles and exhaust hatch actuations. 

The CEU is the key to becoming the first 

“any missile, any cell” architecture that the 

U.S. Navy desires for their launching system. 

The CEU interfaces with a specific 

encanistered missile, similar to an adapter, 

and links the missile and the combat 

system. In this way, the Navy can insert a 

new missile into inventory rapidly and 

without major, costly Ordnance Alterations 

(ORDALTs) for the launcher and Combat 

Systems. As part of Phase III and IV, 

CEUs will be developed for all existing 

missiles/canisters in the present inventory. 

For future missile developments, the CEU 


“Mentoring talented people 

and watching them grow into 

positions of responsibility within 

Raytheon Company, leading SEL 

to achieve CMM Level 5 rating 

and balancing a fulfilling career 

with the interests of a cherished 

family.” 

Sylvia graduated from the 

University of Virginia in 1977, 

and did follow-on graduate 

work in Computer Science at 

Boston University. 

Ron Jackson 

is a trained Raytheon Six Sigma 

Expert and spends the majority 

of his time on DD(X) as Acting 

Six Sigma Lead on the program. 

He plans on becoming certified 

as an Expert next year. 

Ron began working on DD(X) 

when it was in the proposal 

stage. He enjoys working on 

this program because “it is 

exciting working with high level 

people and being able to 

contribute, both as an engineer, 

and as an R6σ expert. DD(X) 

is a great opportunity to 

demonstrate the application of 

Six Sigma tools and processes. 

Our goal is doing it right the 

first time.” 

design can be integrated 

into the canister design, 

eliminating the need for the 

CEU. This transformational 

launcher will effect a major 

reduction in the life cycle 

costs of current Navy 

launching systems. 

The MK57 AVLS IPT in 

conjunction with the DD(X) 

Engage Segment Design 

Team is pushing the boundaries of missile 

launching technology and working with 

our Navy customer to bring the future to 

the fleet today. ■ 

– Mark Polnaszek 

When asked how this will be 

accomplished, Ron replied, 

“to succeed, we have to work 

together across companies. We 

have to fix problems, not fix 

blame. To that end, I’ve been 

teaching R6σ Specialist 

Training to our prime and 

Navy customer.” 

Ron has spent much of his 

career supporting simulation 

activities and flight tests on 

AMRAAM, Sparrow, Standard 

Missile and THAAD. He has also 

served as Program Lead on 

HWIL (Hardware-in-the Loop). 

His simulation work has taken 

him to many sites including 

Eglin Air Force Base and the 

Pacific Missile Test Center. 

Ron graduated from the 

University of Rhode Island in 

1978 with a Bachelor of 

Science degree in electrical 

engineering and a Master of 

Science degree in 1980. 

summer 2003 7


The Dual-Band Radar (DBR) is a single, 

integrated radar system combining 

the SPY-3 and Volume Search Radar 

(VSR) functions. S-band (VSR) and Xband 

(SPY-3) elements are coupled at 

the pulse or waveform level. The DBR 

concept combines the detection capability 

of the SPY-3 radar system on the 

horizon and VSR in the volume to 

respond efficiently to surveillance, 

track, threat assessment, and engagement 

support commands from the 

ship’s combat system. Coordinated 

resource management, scheduling and 

tracking offer potent functionality to 

provide quick reaction queued acquisition 

of threat targets, dual band count- 

Mark Munkascsy 

is the Chief System Architect on 

the DD(X) program. He has been 

based in Portsmouth, Rhode 

Island for his entire 19 year 

career at Raytheon, but does 

extensive travel to the many sites 

involved in DD(X). 

When asked what he found to 

be the most exciting aspect of 

working on DD(X), Mark replied, 

“It’s fun to be in on the ground 

floor. As Chief System Architect, 

I get to look at the big picture. 

I am responsible for establishing 

our overall approach to the system 

and to communicate this to 

the team and get them going in 

the right direction.” 

8 summer 2003 

Dual Band Radar 

Conceptual diagram of the extensive coverage provided 

by the integrated dual band radar developed 

for DD(X). 

er to electronic attack, backup S-band 

horizon search coverage during X-band 

missile illumination support, and balancing 

of precision tracking radar 


He also states, “You learn quickly 

that there are no easy 

answers. When you have a 

question, you don’t have anyone 

to ask who has done it before. 

You also have to think of the 

answers from the customer perspective. 

CAIV (Cost As an 

Independent Variable) has been 

instrumental in optimizing these 

engineering decisions that have 

been so critical to our success in 

designing a high performance 

system.” 

Mark is an Engineering Fellow 

and just received an Author’s 

Award for his paper on 

Architecting DD(X). His past 

experience includes work on the 

Tomahawk Cruise Missile Launch 

Systems and Team Lead for 

many of Raytheon’s Surface 

Combat Systems programs. 

Mark says, “The Tomahawk has 

been successfully used on subs 

in the Gulf Wars. It’s gratifying 

to know that what we do makes 

a real difference to the sailors. 

But, if I had to choose one area 

in my work that has been most 

satisfying, it is working with the 

high quality engineers on DD(X). 

I have never worked with such a 

talented and enthusiastic team. 

This is the best example of 

Raytheon as One Company that 

I’ve ever seen. The best people 

from across the company have 

been assigned to this program 

and it is evident every day that 

what we are doing now will 

influence this system for the 

next 35 years.” 

Mark graduated from MIT in 

1978 with a Bachelor of Science 

degree in physics. 

resources. Control of each radar at the 

waveform level promotes a more optimized 

usage of both frequencies to 

maximize utilization of the radar timeline 

and increase search and track 

revisit rates. Correlation of detection 

measurements in a centralized track 

database provides for improved precision 

threat track, minimized fades and 

reduced susceptibility to electronic 

attack. The DBR concept also provides 

an excellent air traffic control (ATC) 

capability for CVN21 next-generation 

carrier operations, whereby the VSR 

handles air traffic marshalling and the 

multifunction radar (MFR) supports 

precision landing. ■ 

– Mike Hurt 

LaShaun Skillings, 

a Senior Systems Engineer, 

is currently doing Mission 

Scenario Analysis work on DD(X). 

She is very enthusiastic about her 

work on this start up program. 

“I am particularly excited by the 

interactions that help to align the 

visions of the customer with 

Raytheon,” comments LaShaun. 

“Customer focus is a foundation 

for success. As one of our ‘top 

line goals,’ this allows us to 

manage expectations and avoid 

misunderstandings.” 

LaShaun sees DD(X) as a great 

opportunity not only to contribute, 

but also to learn. “The people I 

am working with have a wealth 

of knowledge. The technical

Distributed Development, Test 

Distributed development, test and inte- and Integration 

gration involves creating a shared virtual 

infrastructure that allows both Raytheon 

and non-Raytheon sites around the country 

to build and test various software and 

hardware components of the DD(X) system 

helping to accelerate the integration 

process. 

DD(X) will incorporate seven major software 

builds beginning this year. The goal is, 

infrastructure and collaborative environment 

to shorten the integration process, 

saving both travel time and time away from 

ongoing development efforts. 

in a simulated environment, which mimics through a distributed test network, to inte- One of the technologies being explored on 

the system that will go out to sea. Never grate these software builds from each of the DD(X) program is the use of data com- 

before has Raytheon developed this kind of the different development sites into a single pression to establish an infrastructure that 

technology on so grand a scale as on the system build and then run system tests will effectively support classified data trans- 

DD(X) program. This infrastructure can be against that build. What’s innovative about mission throughout the DD(X) network, 

achieved by having a solid, classified com- this approach is that rather than bringing a including communications between the 

munication mechanism across all sites. As large group of people together for a large simulation and shipboard infrastructures. 

various system tests are run, people online software integration activity, few people are Data compression is very sensitive to the 

at different sites monitor the tests and actually required to come together at any kind of data traffic that will flow throughprovide 

real-time data that helps in trou- one site. Development and integration 

bleshooting problems as they arise, thereby teams can take advantage of the distributed 



experience I am gaining is phenomenal. 

I am continually challenged 

by the intricacies of this 

program.” 

Raytheon celebrated Multicultural 

Week at many sites during the 

month of June, and LaShaun was 

involved in the planning of these 

activities for Marlborough, Mass. 

She also volunteers her time as a 

member of the Diversity Council 

and is a National Executive Board 

member for the National Society 

of Black Engineers. (Her official 

title is Region One Alumni 

Extension Chairperson and this 

includes the areas of Massachusetts, 

New York, Connecticut, Rhode 

Island and Canada.) 

LaShaun graduated from Brown 

University in 1997 with a Bachelor 

of Science in electrical engineering 

and Bachelor of Arts in international 

relations. She also received 

Master of Science degree in electrical 

engineering from Brown 

University in 1998. LaShaun 

previously worked at Lucent 

Technologies in Naperville, Illinois. 

Mike Sogar 

is the Program Manager for 

DD(X) MK57 Advanced Vertical 

Launch System (AVLS). The 

DD(X) program continues to 

excite Mike and he describes his 

enthusiasm as “contagious.” 

“The excitement in the MK57 

program is twofold. The first is 

developing the next generation 

naval missile launching system 

for the future surface combatants 

of the U.S. Navy. The 

second is working with highly 

energized Raytheon engineers 

from all parts of the company. 

My career started in the missile 

portion of the business. Now 

I am on the other side of the 

fence in launching them. I feel 

fortunate to be able to tie 

together my entire career 

within this program. DD(X) is 

a tremendous opportunity for 

Raytheon and its engineers.” 

After living in three different 

regions of the country – Dallas, 

Texas, Tucson, Arizona and currently 

Portsmouth, Rhode Island 

– Mike has had a chance to 

work in many interesting and 

challenging assignments. 

“Experiencing the diversity 

of the company has been a 

real eye-opener for me. I’ve 

also been in many challenging 

roles, each being a stepping 

stone to the next”, says Mike. 

“While in the missile business, 

several of the programs were 

with international customers 

providing an opportunity to 

go abroad. But, I get the most 

pride from seeing the results 

from my direct efforts, whether 

it is a video clip of one of my 

old weapons in action on 

CNN or a test shot out on 

the range. I am proud of my 

work and thankful to being 

able to do it.” 

Mike’s four years of experience 

at Raytheon also include LPD17 

Engineering Control System 

Manager, Enhanced Paveway III 

Chief Engineer, ERGM (Extended 

Range Guided Munition) IPT 

(Integrated Product Team) Lead, 

and Javelin Software Manager. 

One of his proudest memories 

was the execution of the 

Enhanced Paveway III EMD 

(Engineering/Manufacturing 

and Development) Program 

for the United Kingdom. The 

program was very profitable 

for Raytheon and was completed 

on the original schedule. The 

team received a letter of 

commendation from the UK 

Ministry of Defense for their 

excellent performance. 

Mike is a graduate of Southern 

Illinois University – Carbondale 

and previously worked for Texas 

Instruments for 21 years. He was 

elected to the position of 

Engineering Fellow in 2001. 

summer 2003 9


out the 21-site network currently in development. 

Risk reduction exercises and tests 

will be conducted throughout the summer 

to show just how effective this kind of 

compression technology is with the kind of 

data that’s being shipped around, in addition 

to it’s ability to minimize the amount 

of bandwidth needed to support a realtime, 

distributed test. 

Initially used as a software-testing platform, 

the distributed test infrastructure will ultimately 

be used to test hardware as well. 

With a major combat system integration 

facility in Portsmouth that will be connected 

to hardware assets, both in Portsmouth and 

other sites around the country, true hardware 

integration and testing can be performed via 

the distributed network prior to shipping it to 

the shipyards in Bath and Pascagoula. 


Brian Wells 

is the System Engineering 

Director for DD(X). His previously 

held positions include manager 

of Systems Design Laboratory, 

manager of Patriot Systems 

Engineering and manager of 

Missile Concept and Design 

Department. “All of these positions 

have been exciting, but 

DD(X) is one of the most challenging 

weapons systems ever 

developed. Each day I face new 

and ever-changing dynamic situations 

that require innovative 

engineering solutions. Six Sigma 

has been used extensively in this 

groundbreaking initiative,” 

said Brian. 

10 summer 2003 

Another distinct advantage of having a distributed 

development and test environment 

is the way DD(X) is able to use “Doors” 

software to capture program requirements 

and share them across a national team. 

This data sharing or integrated data environment 

(IDE), is going to be deployed 

This fast-paced program requires 

great flexibility and talent from 

all its team members. 

“One day we are designing 

workspaces for our team, and 

the next we are figuring out 

how to integrate the VTUAV 

(Vertical Take-off Unmanned 

Aerial Vehicle) into the ship. 

I am continually on telecons 

with team members all across 

the country. This is the most 

complex program that I’ve 

ever worked on and it truly 

demonstrates a real one 

company initiative.” 

Team members hail from such 

far away sites as: Pascagoula, 

Mississippi; Washington, D.C.; 

Newport News, Virginia; 

Portsmouth, Rhode Island; and 

Sudbury and Marlboro, 

Massachusetts. “Our biggest 

challenge is fact gathering. Once 

we have all the facts on the 

table, everyone has an easy 

time of deciding which way to 

go in a design area. Raytheon 

Six Sigma is playing a crucial 

role, as is CMMI. We are 

continually improving our 

processes and have a goal in 

place to reach CMMI Level 3 

within the next year.” 

Brian joined Raytheon in 1976 

after receiving his Bachelor of 

Science in electrical engineering 

from Bucknell University and 

Master of Science in electrical 

engineering from the University 

of Illinois. 

across 60 sites by the DD(X) prime contractor, 

Northrop Grumman. The Tewksbury, 

MA facility will be the development site for 

the requirements and software databases 

that tie into this environment. ■ 

Tommy Wong 

– Frank Zupancic 

is the Software/Total Ship 

Computing Environment 

(SW/TSCE) Segment Deputy 

Manager on DD(X). He has 

spent a large portion of his 

17-year career at Raytheon on 

the PATRIOT program. He held 

increasingly responsible positions 

as Firmware Design Task 

Manager and Missile Systems 

Division Lead Engineer for the 

PATRIOT Communication Upgrade 

program prior to working on the 

winning DD(X) proposal. 

When asked about the 

Patriot Upgrade work, Tommy’s 

enthusiasm shows. “This 

upgrade was used in the

External Communications 

External Communications (ExComms) 

is an $80M task within the Command, 

Control, Communications, and 

Intelligence (C3I) segment to develop 

the requirements and concept for the 

ship radio room and the phased array 

antennas. Raytheon will fabricate 

arrays to populate a prototype deckhouse 

for electromagnetic, radar crosssection, 

and infrared signature testing. 

ExComms employs state-of-the-art 

components in its ship communications 

architecture, including the antennas, 

radios, baseband equipment, and 

the software that controls the communication 

equipment. 

Most of the antennas are flat-panel, 

phased arrays that conform to the 

Gulf war. It is so gratifying to know that 

what we designed at Raytheon saved 

lives during the war by giving our soldiers 

capability that they didn’t have previously,” 

says Tommy. 

Now working on DD(X), Tommy is equally 

excited. “The work is challenging and 

exciting at the same time. We will be 

helping our country by designing the 

next generation ship. It is critical that we 

do a good job.” 

Tommy cites Raytheon Six Sigma as the 

vital tool that helps him to do his job. 

“My philosophy is, you have to use it every 

day. I also see communications as being 

extremely important. There are so many 

different development sites and it is 

such a big program that we need to 

over-communicate to make sure that we 

are successful.” 

Tommy received his Bachelor of Science 

degree in computer engineering from 

Boston University in 1986. He also took 

follow-up graduate level classes in computer 

engineering. He published two papers 

in 1998 on PATRIOT Communications that 

were presented at the Military 

Communications (MICOM) conference. 

faces of the ship deckhouse. The 

combined Extremely High Frequency 

(EHF)/Global Broadcast System 

(GBS)/Ka-band receive antenna and the 

EHF transmit antenna will use new 

technologies for the radiators and 

microwave circuit card assemblies 

(MCCAs) that comprise the array elements. 

An active EHF/Ka band antenna 

is being built to integrate with a fullscale 

deckhouse that will be used for 

testing electromagnetic effects. The 

deckhouse, built by Northrop 

Grumman, will be integrated with the 

antenna at Wallops Island, Virginia, 

where the systems will be tested. 

These arrays are being designed in 

Tewksbury, Mass. by Integrated 

Defense Systems. 

Other phased array antennas include 

the Cooperative Engagement 

Capability, X/Ku band data link and 

Ultra High Frequency (UHF) satellite 

communications. In addition, a Multi- 

Function Mast (MFM) will support 

several frequencies. Subcontractor 

Harris is developing the X/Ku antenna. 

Ball Aerospace is developing the UHF 

and MFM antennas. These antennas 

are also included in the deckhouse 

integration and testing. 

The Joint Tactical Radio System (JTRS) 

radios, operating below two gigahertz 

(GHz), have an open architecture and 

are software programmable. This new 

generation of radios for this frequency 

range is in development and the 

Raytheon Network Centric Systems 

(NCS) Ft. Wayne team plans to bid on 

the Navy version of the radio. 

Above two GHz, the satellite communications 

terminals will support high 

data rate communications for tactical 

and quality of life functions. The 

quality of life functions provide sailors 

with Internet communications such as 

e-mail to keep in contact with family 

and friends while deployed. The other 

terminals communicate using military 

satellite payloads that support Milstar, 

Ka band and the Global Broadcast 

System (GBS) to support the DD(X) 

mission. 

The Navy requires extensive automation 

to reduce the ship’s crew. 

Software monitors and controls 

heterogeneous equipment, including 

a radio frequency (RF) switch, satellite 

communication terminals, radios, 

information security equipment, and 

baseband switches and routers. The 

amount and type of control is based 

on a set of communication plans 

that corresponds with ship mission 

scenarios. The software architecture 

development during this phase will 

trade off approaches for implementing 

the control engine (commercial 

off-the-shelf, rules-based, commandbased, 

etc.) and the interfaces 

(Simple Network Control Protocol, 

Extended Markup Language, clientserver, 

device agents, etc.). This 

architecture will leverage new technologies 

to make DD(X) a truly 

transformational program by 

discovering solutions that can be 

reused to upgrade the capabilities 

of other types of ships. ■ 

– Ed Wojtaszek 

summer 2003 11


The Integrated 

Undersea Warfare 

System (IUSW) 

provides DD(X) with 

undersea dominance. 

Using hullmounted 

and 

towed acoustic 

sensors operating 

over two frequency 

bands, IUSW integrates 

acoustic, 

environmental and radar data to 

address the Anti-Submarine Warfare 

(ASW), In-Stride Mine Avoidance 

(ISMA) and Torpedo Defense (TD) missions. 

While IUSW uses the latest in 

sensor and electronic technologies, the 

greatest technical challenge is to 

reduce crew levels for DD(X) while 

improving sonar performance. To meet 

this challenge, IUSW uses the open 

architecture of the DD(X) Total Ship 

Computing Environment (TSCE) to 

implement advanced signal processing, 

using state of the art techniques in 

automation, environmental adaptation 

and human-system interface. 

Highly advanced automation is needed 

to continually search for undersea 

threats. The large undersea battlespace 

and the varied threats require searching 

many acoustic beams over multiple 

frequency bands, searching for various 

acoustic signatures. Enhancing 

automation techniques improves sonar 

performance while significantly reducing 

the number of steps a sonar operator 

must take to search the ocean 

environment for threats. IUSW incorporates 

automated detection, classification 

and localization (DCL) for each 

acoustic sensor to minimize false 


Integrated 

Undersea Warfare System 

Conceptual images of the Integrated Undersea Warfare System’s sensor arrays mounted in the DD(X) bow 

below the waterline. 

alarms and eliminate false dismissals of 

valid targets. Data fusion automatically 

correlates acoustic sensors and integrates 

data from non-acoustic sensors 

to further enhance localization and 

classification performance. 

Environmental adaptation dynamically 

adjusts for the ever-changing acoustic 

environment in the ocean. These environmental 

changes dramatically affect 

acoustic propagation, and, if not 

accounted for, will significantly 

degrade sonar performance. IUSW 

automatically monitors the ocean’s 

acoustic conditions and assesses environmental 

data. Using acoustic and 

non-acoustic sensors to gather information, 

IUSW models the surrounding 

ocean environment for acoustic propagation, 

then uses this data to set up 

the sonar for optimum performance 

and to alert the operator to the current 

acoustic scenario. 

The Human-System Interface (HSI) provides 

operators with the information 

needed to respond quickly to acoustic 

events. An operator must be alerted, 

review the sensor information, assess 

the situation and take action for each 

potential threat. With the large undersea 

battlespace and multiple missions, 

an operator cannot review all of the 

data needed to keep track of the 

entire battlespace. HSI techniques will 

reduce the workload for the operators. 

IUSW uses next-generation sonar displays 

to provide for mission planning, 

automated alerts, evaluation tools, 

intelligent agents and decision aids for 

the operator. 

Historically, up to ten operators have 

been required to handle all of the 

IUSW missions – ASW, ISMA and TD. 

By using state-of-the-art techniques in 

automation, environmental adaptation 

and HSI, IUSW reduces the operations 

needed to conduct these missions by 

80% while improving sonar performance. 

These techniques allow two 

sonar operators to control the entire 

IUSW suite at peak performance while 

simultaneously responding to demanding 

undersea tactical situations. ■ 

– Tom McHale


The Total Ship Computing Environment integrates all DD(X) warfighting and peacetime operations into a common enterprise 

computing environment. 


(TSCE), which was defined and established 

as part of the transformational 

vision for DD(X), is a revolutionary concept 

that integrates all of the war-fighting 

and peacetime operations of a surface 

combatant into a common enterprise 

computing environment. The 

TSCE also extends ashore to encompass 

the maintenance, logistics, and training 

functions that support the deployment 

of the DD(X). 

At its core, TSCE defines the computational 

characteristics of a 21st century 

surface combatant, integrating the 

Combat System with the Command, 

Control, Communications and 

Computers/Intelligence Surveillance and 

Reconnaissance (C4/ISR) functions on a 

common resource infrastructure. The 

TSCE is an open system, designed to 

meet all current and future missions 

based on evolving DD(X) operational 

requirements and concepts. The TSCE 

architecture achieves these goals 

through a combination of strategies 

including: 

• Integration of warfare domains 

in a multi-dimensional system 

with a common presentation 

and human interface 

• Managed distribution of 

processing 

• System-wide implementation of 

standards-based COTS computing 

technologies 

• Integrated system views of 

functional capabilities 

• Adoption of advanced human 

systems technologies for optimal 

manning 

• Use of standards for interconnection 

of and interoperation among 

components 

• Use of commercial best practices 

for publicly visible services 

and application programing 

Interfaces (APIs) 

The detailed TSCE can be viewed from 

two different perspectives. First is the 

physical TSCE that includes the processing, 

network, and presentation hardware, 

which are incorporated into the 

DD(X). This hardware environment 

hosts the ship’s functions, forming a 

pool of managed computing resources. 

Most of these computing resources are 

Commercial Off The Shelf (COTS) 

commodities. The second perspective 

comprises the TSCE software, which is 

what really sets DD(X) apart from its 

predecessors. 

The TSCE software environment is a 

service-based architecture where each 

element of the software environment 

(infrastructure and applications) is treated 

as a service provider to the system. 

At the lowest level, a service equates to 

a single software object that resides in 


summer 2003 13

Engineering Perspective on DD(X) 

MARK RUSSELL 

Vice President of 

Engineering - IDS 

DD(X) is a revolutionary 

program which will 

develop the next generation 

surface combatant 

ship for the US 

Navy as well as redefine the way Naval ship 

and computing systems are architected, 

developed and produced. The mission areas 

within DD(X) include C4ISR, radar, sonar, 

mine-hunting, combat control, torpedoes, 

navigation, advanced air and missile 

defense, land attack precision surface-tosurface 

strike and systems integration. The 

entire Engineering organization is proud to 

have contributed to this significant contract 

win and to be involved in solving complex 

engineering problems while helping to promote 

the security of our country. 

Raytheon's role is to be the DD(X) systems 

integrator and to design, develop, and test 

engineering development models for the 

Total Ship Computing Environment, 

Integrated Undersea Warfare, Vertical 

Launching System, and Dual Band Radar, 

and engineer the results of the testing into 

a fully integrated DD(X) System Design. 

The DD(X) integration role employs revolutionary 

development technologies that 

catapult Raytheon to the forefront of 

Systems Engineering and Combat Systems 

technology. The technological advances 

achieved will be used to upgrade other 

existing Raytheon programs and open the 

door for new customer solutions 

This program provides many challenges 

across the engineering disciplines. Whether 

your skills are in system architecture and 

design, software development, mechanical 

design and advanced materials, modeling 

and simulation, electrical design or system 

integration and test, there are more than 

enough design challenges for everyone. In 

addition to these engineering disciplines 

that have a long and distinguished history 

at Raytheon, design of the DD(X) is driving 


Raytheon to make use of object oriented 

software, open architectures, data fusion, 

human systems interface, reduced crew 

size, and training policies to take full 

advantage of the system automation and 

improvements in shipboard processes. 

The real value of the DD(X) program cannot 

be measured just by the financial value of 

the contract. Raytheon’s number one asset 

is our people, and our engineers are growing 

and benefiting from this program. 

During the execution of our contractual 

duties, we are accomplishing much more 

than just completing milestones. We are 

learning and growing individually and as a 

group. We are sharing our knowledge and 

experiences with others as mentors. We are 

stepping into challenging positions of significant 

authority and responsibility. We are 

repeatedly interacting with the Navy customers 

and building relationships with customers, 

suppliers, and industry teammates 

upon a solid foundation of integrity and 

trust. We employ the best process methodologies 

in the industry, including the 

Carnegie Mellon Capability Maturity 

Model® Integration (CMMI®), the 

Integrated Product Development System 

(IPDS), the Earned Value Management 

System (EVMS), and R6σ. We are also gaining 

experience as we perform as a system 

integrator of the products developed by 

other teams and other companies. 

The outcome of all this is the growth and 

development of individuals who listen, 

anticipate, respond, and perform today, 

and will raise the bar for all of our efforts in 

the future. In demonstrating dedication to 

excellence and developing the best solutions, 

we will attract individuals who want 

to join and be part of the team. In total, 

our Engineering workforce is being 

enhanced by our involvement with the 

DD(X) program. 

® Capability Maturity Model and CMMI are registered 

in the U.S. Patent and Trademark Office by Carnegie 

Mellon University. 



Continued from page 13 

the TSCE. TSCE software services 

populate all of the hardware 

resources that make up the TSCE 

physical environment. An application 

can reside in a ship’s data center, 

shore site, or a remote access device 

such as a PDA. The location makes 

no difference, as long as the device 

provides the necessary computing 

resources. Services are deployed to 

the TSCE, locate each other through 

lookup and discovery mechanisms, 

and are assimilated into the software 

environment as peers in the service 

community. The vision is that services 

can join and leave the TSCE as the 

mission requirements of the system 

change. More importantly, the system 

has the ability to move services 

dynamically when a failure or casualty 

occurs, yielding the maximum system 

reliability, scalability and availability 

in a dynamic changing computing 

environment. 

The DD(X) open standards-based 

approach to the TSCE detaches 

applications from hardware and 

software, eradicates rigid weaponsensor 

pairings, and eliminates the 

need for independently managed 

tactical software programs. DD(X), 

through the TSCE, is establishing 

the framework for the entire surface 

Navy as part of its Open Architecture 

(OA) initiative. Raytheon is also looking 

to extend the TSCE concept to 

a networked force designated the 

Total Grid Computing Environment 

(TGCE) in support of the Navy’s 

FORCEnet vision. ■ 

– Bill Killeavy

Leadership Perspective on DD(X) 

MIKE 

HOEFFLER 

Vice President 

DD(X) 

Increasingly, global 

threats to U.S. 

interests are multifaceted 

and asymmetrical, 

ranging from terrorists to tyrants. 

Overcoming such threats demands new 

strategies, technologies, and capabilities to 

carry the battle to any enemy. DD(X)— 

the U.S. Navy’s next generation surface 

combat ship—will help achieve all of 

these objectives. 

Now being developed by a national team led 

by Northrop Grumman and Raytheon, DD(X) 

represents a major departure in U.S. Navy 

ships. As such, it will serve as the vanguard 

of an entire new generation of advanced, 

multi-mission surface combat ships destined 

for the Navy’s 21st century fleet. 

The Ultimate Land Attack Ship 

Foremost among DD(X)’s missions is to 

support Marine and Joint Expeditionary 

Forces ashore in the littoral (coastal) environment. 

DD(X) will effectively prosecute 

these combat missions with continuous, 

precision gunfire at ranges up to 100 

miles and land-attack missiles at even 

greater distances. 

A Stealthy Hunter-Killer 

Prowling the seas, DD(X) will be a fast, 

heavily-armed hunter-killer ship, bearing the 

most sophisticated suite of radar, sonar, 

command, control, communications, and 

intelligence, stealth technologies, and 

war-fighting systems ever assembled in one 

ship. So equipped, DD(X) will seek out and 

destroy—or, if necessary, circumvent—any 

threat, including surface ships, submarines, 

aircraft, mines, coastal gunfire, and missiles. 

The Smartest Ship Afloat 

DD(X) will simplify war campaign and battle 

management activities by integrating its 

own vast array of enterprise-computing 

resources with those of every other 

seaborne, land-based, airborne, and spacebased 

asset of the joint services. DD(X) will 

assess, manage, and act on any threat 

faster and more efficiently than any other 

ship in history. 

A Self-Aware Problem Solver 

DD(X) will automatically anticipate and 

resolve systemic problems due to battle 

damage or normal wear and tear. If something 

vital shuts down, DD(X) will automatically 

analyze the problem and reconfigure 

itself to restore operations. In case of battle 

damage, damage control procedures, such 

as fire suppression, will also occur automatically. 

In fact, DD(X) will be so automated, 

that it will require only one-third as many 

crewmembers as current destroyers. 

A Top Performer on the Water 

DD(X) will be vastly different in look, 

design, construction, and function than any 

previous naval ship. Below the waterline, a 

high-performance, wave-piercing hull will 

slip quickly and easily through the water 

with a minimal wake. Above the waterline, 

a tumble home hull; sloped, low reflectance 

surfaces; and an unobstructed superstructure 

will minimize DD(X)’s radar signature 

and befuddle any opponent. A fully-integrated 

electrical power system will drive 

DD(X) swiftly and silently and, at the same 

time, generate enough electricity to run all 

on-board systems, including futuristic 

weapons yet to be designed. 

A Tough Survivor 

DD(X) will be unrivaled in survivability. Its 

inherent toughness will let it carry out its 

mission, sustain and protect its crew, and bring 

them safely home when the mission is done. 

The Bottom Line 

All key DD(X) technologies are now in an 

advanced state of development. When 

DD(X) sets sail, its acquisition costs will 

compare favorably to those of current generation 

destroyers. Lifecycle costs will be 

significantly less due to DD(X)’s reliability, 

fuel efficiency, smaller crew, lower maintenance, 

and easier support. Over the long 

term, DD(X) will prove itself a very sound 

investment for America—one that will play 

a leading role keeping us all safer through 

most of the 21st century. 

From Raytheon’s perspective as lead systems 

integrator for the entire ship, the DD(X) 

program is full of exciting and challenging 

opportunities, and we want to attract the 

best talent in the industry. Likewise, we 

want DD(X) to be a ship on which the men 

and women of the Navy will want to serve. 


DD(X) Overview – Where We are Today 


of the various electronic systems 

before installation on the actual ships. 

These developments will occur while 

the Navy moves ahead with other 

derivative elements of the DD(X) 

family of ships: the Littoral Combat 

Ship (LCS), the next-generation cruiser 

CG(X) and the next-generation aircraft 

carrier CVN21. Technologies developed 

for the DD(X) will be found on 

all major new naval ship design and 

construction projects through the 

end of the century. 

The U.S. Navy is committed to the 

DD(X) program. The current plan 

shows funding for the first ship’s construction 

beginning in 2005, with one 

each in fiscal years 2006 and 2007, 

two in 2008, and three in 2009. The 

first completed DD(X) will be launched 

and join the fleet in 2011. 

DD(X) provides challenging and exciting 

work for Raytheon employees, and 

the company fully understands the 

importance of performance excellence 

on the program. As a key member of 

the DD(X) national team, Raytheon 

enthusiastically looks forward to the 

day when this transformational ship— 

capable of defending U.S. interests 

effectively around the globe well into 

this century—first ventures out onto 

the world’s seas. ■ 

– Chuck Larrabee, Gary Wolfe 

summer 2003 15

MMIC Chip Technology at Raytheon 

MMIC chip technology at Raytheon is a 

means to an end and not an end product 

itself. Raytheon is designing advanced radar 

and communications systems for use in 

government applications and the extent to 

which the performance of these systems 

can be enhanced by solid state chip technology 

is Raytheon RF Components’ primary 

interest. The most compelling use of 

solid state devices in Raytheon systems 

occurs in large phased array radars. These 

systems use, in many cases, thousands of 

transmit receive channels in order to generate 

and receive radar signals. 

Raytheon built the 

first solid state active 

aperture phased array 

in 1976, the Pave 

Paws ballistic missile 

early warning system. 

Four of these systems 

were built and fielded 

PAVE PAWS/BMEWS (1976) 

THAAD (1992) 

SPY-3 (2001) 

AGBR/MRRS (2003) 

Figure 1. Legacy Raytheon Solid State Phased 

Array Radar Systems 


originally, and subsequently BMEWS systems 

were upgraded with the same solid 

state technology. Starting from this base of 

phased array system technology, Raytheon 

has grown to be the single most important 

provider of such systems for 

the government. 

In the early 1990s, Raytheon built the 

ground-based radar (GBR) for the U.S. 

Army which serves as the basis for all 

theater missile defense systems at the 

present time. The Theater High Altitude 

Air Defense (THAAD) is the present version, 

which is now in the EMD phase. When the 

current three EMD radar systems are built, 

production of eleven subsequent tactically 

deployable radar systems will start. In the 

late 1990s, Raytheon won the contract to 

build SPY-3, the Navy's modern approach 

to shipboard self-defense. This system will 

also use active transmit/receive modules to 

transmit and receive radar signals of all 

types. The chronology of Raytheon solid 

state radar systems, starting with PAVE 

PAWS and culminating in the artist’s sketch 

of the Marine Corps Affordable GBR mobile 

radar is shown in Figure 1. 

In the late 1990's, Raytheon joined forces 

with groups formerly belonging to Texas 

Instruments in Dallas, Texas and Hughes 

Aircraft Company in El Segundo, California. 

These units added capability in airborne 

phased array systems to Raytheon's 

repertoire. The F-22 and F-18 radar systems 

represent significant steps forward in terms 

of functionality for airborne fire control and 

multifunction systems. At the current time, 

Raytheon is the leading supplier in the 

world of solid state phased array systems, 

based on the experience gleaned over the 

last 20 plus years of activity. 

Much of the solid state phased array business 

depends on being able to utilize stateof-the-art 

solid state components, particularly 

in the areas of microwave and millime- 

ter-wave integrated circuits. Phased array 

systems, in particular, require significant 

power output coupled with exceptional 

efficiency in the transmit mode. They also 

require relatively low noise figure in the 

receive mode. This functionality is provided 

by gallium arsenide (GaAs) monolithic 

microwave integrated circuits (MMICs) at 

the present time. 

From a physical standpoint, microwave and 

millimeter wave chips are completely 

different from CMOS digital chips. As 

currently done in Raytheon and the 

industry, millimeter-wave and microwave 

chips require advanced epitaxial structures 

coupled with fine-line lithography in order 

to achieve useful characteristics. Modern 

gallium arsenide field effect transistors are 

typically built on epitaxial substrates using 

many layers, some as small as a single 

molecule in thickness. These layers are 

band-gap engineered to provide precise 

characteristics in terms of sheet charge and 

semiconductor mobility. Through tailoring 

of layer structure characteristics, the 

characteristics of the ultimate device made 

on the wafer can be tailored. 

Epitaxial structures are used to contain 

mobile carriers in a portion of the device 

called the channel. Control over these 

mobile carriers is provided by a Schottky 

gate structure. In general, the layer thicknesses 

used in epitaxial structures for 

advanced millimeter wave devices are 

measured in Angstroms, a fundamental 

measurement unit for the wavelength of 

light. A typical channel for pseudomorphic 

high electron mobility transistors (PHEMT) is 

135 Angstroms thick. Some of the layers of 

the super-lattice buffer used in such devices 

are as thin as 15 Angstroms. When submicron 

geometry’s are discussed, that is the 

designation given to the control element 

that modulates the flow of carriers moving 

through the channel at a given time. In 

order to do this quickly; the time carriers

take to transit the channel region must be 

limited sharply. This leads to the conclusion 

that short channel gates are required for 

microwave and millimeter wave devices. 

Gate lengths on the order of 0.5 microns 

are used for devices at X-band, and gate 

lengths of as little as 80 nanometers are 

used for millimeter-wave devices useful at 

W-band. Scanning electron microscope 

photos of microwave gate sections are 

shown in Figures 2a and b. Figure 2a shows 

a typical tee-gate structure. Figure 2b 

shows a close up of the channel structure 

and the bottom of the tee-gate. The necessity 

to fabricate features on this scale places 

severe stress on the equipment that must 

be used to fabricate such devices. Present 

processing equipment relies heavily on 

e-beam lithography in order to provide 

quarter-micron and shorter gate structures. 

300 nm 

Figure 2a. Tee-gate pHEMT Section 

Figure 2b. Tee-gate pHEMT Close-up TEM 

Microwave and millimeter-wave chip 

technology is very definitely a niche market. 

Large-scale semiconductor fabrication facilities 

to make advanced CMOS devices typi- 

Figure 3. Roadmap of Process Development at RRFC 

cally cost in the region of five billion to 

build and bring on-line. This is obviously 

not an investment that a company like 

Raytheon would make just to support the 

relatively modest quantities involved in 

government phased array systems. 

Therefore, companies like Raytheon walk a 

fine line between being able to provide 

state of the art capability while trying to 

keep costs in line with making affordable 

T/R modules. 

Equipment such as the e-beam lithography 

tool is very expensive to procure as well as 

expensive to operate and maintain. This, 

however, is almost an entry-level for making 

state of the art millimeter and 

microwave devices at the present time. 

Raytheon RF Components (RRFC), part 

of the Integrated Defense Systems (IDS) 

business, is presently the Raytheon facility 

for providing state-of-the-art microwave 

and millimeter-wave components for use in 

Raytheon systems. This facility, located in 

Andover, Massachusetts is capable of producing 

as many as 7,500 four-inch gallium 

arsenide wafers annually. At full capacity, 

this facility is capable of providing T/R 

module chip sets to programs for approximately 

$100 per channel, depending on 

functionality quantities, and particular specifications. 

At this price point, the T/R module 

GaAs MMICs are considered relatively 

affordable in view of the functionality they 

provide to the system. 

Due to the nature of Raytheon's primary 

defense business, a facility such as RRFC 

must continually be reinventing its technology 

to remain state-of-the-art and stay 

ahead of the competition. Program wins are 

heavily dependent on the ability to provide 

advanced capabilities in the semiconductor 

electronics going into phased arrays. When 

Raytheon won the GBR program in 1991, 

gallium arsenide metal semiconductor field 

effect transistor (MESFET) devices were considered 

the current state of the art. During 

that time, Raytheon was developing PHEMT 

technology. The use of PHEMT technology 

allowed Raytheon to offer the Army customer 

substantial improvement in system 

sensitivity at no increase in cost. Figure 3 

shows a roadmap of the technologies that 

have been developed and that are under 

development at RRFC. 

summer 2003 17

CHIP TECHNOLOGY (continued) 

Figure 4. Comparison of PHEMT, MHEMT and InP Materials 

Starting in the early 1990’s with MESFET, 

RRFC has migrated to virtually all PHEMT 

for its present production. While PHEMT is 

the present production process, RRFC has 

been developing an advanced process 

called metamorphic, or MHEMT. Figure 4 

shows a comparison of PHEMT, indium 

phosphide (InP) and MHEMT material structures. 

InP devices get their outstanding 

electrical properties from the high percentage 

of indium (>50%) in the channel. 

Typical PHEMT devices are limited to about 

20% indium. The MHEMT device uses a 

graded buffer layer to compensate the 

strain caused by different lattice constants 

between a high indium content channel 

and a GaAs substrate. The result is a device 

with indium phosphide performance on a 

low-cost GaAs wafer. The performance of a 

3-stage K-band LNA is shown in Figure 5. 

Figure 5. Measured Results on 3-Stage MHEMT LNA 


Raytheon is currently in the final throes of 

bringing its metamorphic HEMT or MHEMT 

technology to production status. The use of 

an MHEMT device allows low noise amplifiers 

to have approximately 0.5 dB less 

noise figure at X-band than their PHEMT 

counterparts. This improvement in noise 

figure translates directly to improvement 

in receiver sensitivity, which can improve 

range and detectability for a given phased 

array system. 

Even as the MHEMT device is being 

brought into production, RRFC is working 

on the next generation of device for use in 

major systems in the 2010 time period. 

Figure 6 shows a multifunction circuit that 

integrates digital circuitry with microwave 

circuitry on the same wafer. This process, 

called E/DpHEMT, uses multiple etch stops 

to set the depth of gates for enhancement 

and depletion mode FET devices. The 

resulting MMIC chips can integrate several 

disparate functions onto the same piece of 

GaAs, greatly reducing the parts count and 

assembly touch labor at the T/R module 

assembly level. A type of device that is even 

farther out in development time is the 

gallium nitride device shown in Figure 7. 

This new type of device will use different 

materials other than gallium arsenide and 

will be what is known as a wide band gap 

semiconductor. Wide band gap semiconductor 

devices can support much higher 

AT25 pHEMT attenuator with 

digital control logic 

Microwave 

Circuitry 

Digital Circuitry 50% 

area reduction possible 

using E/D pHEMT 

Figure 6. E/D pHEMT Multifunction chip 

300 Å i-Al 0.2 Ga 0.8 N 

i-AlGaN Spacer 

0.3 µm i-GaN 

0.1 µm AlN Buffer 

SiC Substrate 

high thermal conductivity 

high power handling 

Figure 7. GaN HEMT Device 

large bandgap 

large critical field 

high breakdown voltage 

high voltage operation 

high saturation velocity 

high drain current 

bias voltages than GaAs and therefore are 

capable of delivering much higher transmit 

levels than present devices. 

Raytheon RF Components continues today 

to develop the technologies needed for 

future defense systems built by Raytheon. 

Using the semiconductor devices developed 

at RRFC, Raytheon has the technology 

capability to go from chips to ships. 

- David Laighton

Capability Maturity Model Integration (CMMI) 

ACCOMPLISHMENTS 

During 2003, Raytheon businesses are 

making their integrated product development 

processes compliant with the CMMI® 

model requirements. CMMI is a joint 

DoD/Industry project that provides a single 

integrated framework for improving 

processes in organizations that span several 

disciplines (software and systems engineering, 

supply chain, program management, 

etc.). Recently several Raytheon businesses 

successfully passed independently-led 

CMMI appraisals. Jerry Charlow from IDS 

and Ann Turner from IIS, with their teams, 

led their sites and organizations to the first 

CMMI Level 3 appraisals. 

IDS 

The IDS strategy to achieving CMMI compliance 

was to leverage off existing 

processes and architecture to demonstrate 

institutionalization. From this strategy, two 

independent teams were formed with Jerry 

Charlow as the common program manager. 

Each team underwent a formal appraisal 

and successfully achieved CMMI Level 3 in 

June 2003. This success resulted in IDS 

becoming compliant across its business, 

covering the following sites: Tewksbury, 

Andover, Portsmouth, San Diego, Bedford, 

Sudbury, and Huntsville. The scope of the 

model used by IDS was the CMMI Systems 

& Software Engineering Level 3 Model, 

Staged Representation. 

The IDS CMMI team, which consisted of a 

wide array of disciplines, began their CMMI 

planning in 2000, leveraging from the 

existing software CMM capability and 

maturity. The general approach for IDS was 

to use the Raytheon Standard IPDS for its 

procedures, processes, and enablers and 

augment it with local process assets to fill 

CMMI compliance gaps. In addition, an 

enterprise viewpoint was used whereby in 

many cases only one process asset or 

training course was created for all disciplines 

(e.g.; Risk Management Plan, 

Decision Analysis & Resolution Course, 

etc.). This approach was significant in 

doing the “I” part of CMMI, integrating 

the teams/programs to look at one 

plan/process and speak the same language. 

This was clearly an enterprise approach 

involving the following disciplines: Systems 

Engineering, Software Engineering, 

Program Management, Quality, Supply 

Chain Management, Configuration & Data 

Management, Human Resources, etc. The 

programs that were part of this activity, 

XBR, THAAD Radar, CCS MK2, AQS-20, 

LPD-18, and CAC2S, were superb in 

their support. 

The benefits of institutionalizing the 

process are countless. The integration of 

systems and software engineering disciplines, 

the involvement of Quality to 

objectively evaluate processes and ensure 

their implementation, the involvement and 

knowledge gained by the program offices 

toward process improvement, the importance 

placed on training people to do their 

jobs more efficiently and a general awareness 

across the enterprise of what CMMI 

is and why it is important are just a few 

of these benefits. 

The future of process maturity for IDS is to 

integrate legacy business processes and 

architectures into one common set and 

implement a plan to achieve CMMI Level 4 

& 5 in SE, SW, IPPD, & SS, the full extent of 

the CMMI Model. 

President of IDS, Dan Smith had the following 

words on CMMI.“This great achievement 

of CMMI Level 3 demonstrates the 

power and effectiveness of small focused 

multi-discipline teams operating with a 

common mission, specific focus, and an 

ownership of success. CMMI Level 3 also 

certifies the strong systems and software 

engineering process embedded in 

Raytheon’s IPDS and most importantly ties 

to disciplined program management 

required to successfully provide superior 

solutions to our customers in full and open 

partnership.” 

IIS Garland 

Intelligence and Information Systems 

at Garland, Texas attained a Maturity 

Level 3 rating for Systems and Software 

Engineering using the staged representation 

of the CMMI model. The Level 3 

rating was the result of a two-year effort 

by the site and an independent appraisal 

led by Rick Barbour from the SEISM . During 

a three-week period, the appraisal team, 

which included two customer representatives, 

reviewed over 6500 pieces of 

objective evidence and interviewed 95 

people in 23 interviews. The focus programs 

for this appraisal were IDS-D, 

MIND, and Viceroy. The appraisal team 

identified best practices in program 

management, measurement and analysis, 

and supply chain management. 

This achievement follows a long history of 

process improvements at the Garland site. 


SMSEI is a service mark of Carnegie Mellon University. 

®CMMI is registered in the U.S. Patent and Trademark 

Office by Carnegie Mellon University. 

summer 2003 19

PROCESS AND TOOLS 

NOONTIME SEMINAR 

SERIES 

What’s going on in the world of 

Raytheon process and tools? Find 

out by attending the Raytheon 

Engineering Common Program 

(RECP) sponsored Process and Tools 

Noontime Seminar series, right from 

your desktop. The seminars are both 

insightful and interactive. Hosted live 

twice per month on Thursdays from 

12:00-1:00pm and again from 2:30- 

3:30pm (EDT), guests from all over 

the country present a variety of topics 

that give the viewer a “sneak 

peek” into what processes and tools 

are being integrated into our working 

culture throughout Raytheon’s 

businesses. At the end of each presentation, 

viewers are encouraged to 

submit their questions via the seminar’s 

feedback tool for a live 

response from the presenter. 

The seminars are presented via live 

webcasts that can be accessed from 

the following URL: http://home.ray.com/ 

rayeng/news/ptsem.html. The 

presentations are also recorded for 

on-demand viewing at a later time. 

If you are interested in presenting 

a topic for a future seminar, 

contact Lee Ann Sousa by phone 

(508) 490-3018 or e-mail 

Leeann_Sousa@raytheon.com. 


CMMI (continued) 

CMMI Achievements 


The approach to deploying CMMI leveraged 

heavily on the Garland site’s extensive use 

of IPDS, supplemented by local process 

requirements documentation for critical 

processes such as software, systems, 

program management, quality, and supply 

chain. The strategy was to manage the 

CMMI effort as a program using IPDS. 

Requirements were identified from gap 

Normalized Rework Hours Expended 

1 

0.9 

0.8 

0.7 

0.6 

0.5 

0.4 

0.3 

0.2 

0.1 

0 

analysis in each process area and process 

action teams were formed to respond to 

the gaps. A schedule was established and 

variances to the schedule were reviewed 

weekly. Senior management reviewed 

progress and issues monthly. Process 

improvements resulting from the use of the 

SW CMM, EIA-731, and CMMI led to a 

42% drop in rework costs over several 

years. This translates into significant cost 

savings and increased award fees. “These 

documented processes provide effective 

tools for project management, and in turn 

will reduce development risks, enabling on 

time delivery of quality products to our customers,” 

said David Terrell, Viceroy program 

manager. The focus on CMMI has brought 

together previously separate discipline 

approaches based on different process 

models. An enterprise approach to CMMI 

was the key to success. “Strong management 

support led to critical alignment in 

organizational processes and their associated 

behaviors. Integration must occur at all 

levels of the organization to produce the 

desired impact on program success.” 

So, what is next for Garland? "We are 

proud of this accomplishment” said Mike 

IIS Garland Rework Improvement 

1995 1996 1997 1999* 2001 2002 

* Data sample not statistically significant for 1998 and 2000 

Keebaugh, IIS president, “but we must not 

rest on our laurels. Achieving the CMMI 3 

rating is not an end in itself. Our competitors 

are also hot on the trail of CMMI levels 

above 3. The customers in our markets are 

already expecting that their potential partners 

will be CMMI 3 or above. So, simply 

having the rating will soon no longer be a 

discriminator. We must use all the process 

tools and best practices available to us so 

that we can reach our goal of becoming 

the No. 1 intelligence and information solutions 

provider." 

– Jerry Charlow, Dan Nash, Ann Turner

DESIGN FOR SIX SIGMA - 

PREDICT AND PERFORM – DRIVE WASTE OUT 

Design For Six Sigma (DFSS) is a 

subset of Raytheon Six Sigma 

focused on product design. It 

involves creating the appropriate 

balance between affordability, 

product performance and producibility 

to maximize Customer 

Value and Raytheon’s profitability. 

In order to create this balance, we 

must have a good understanding 

of each component. Through 

DFSS, we can predict, model and 

control the variability of these 

components during product design 

and development. 

DFSS is not a process in and of itself. 

DFSS is embedded in our design process, 

IPDS. It helps us to optimize the elements 

of IPDS Stages 1, 3, 4 & 5. These are the 

stages that lead us through product design 

and development. Stage 2, Project 

Management, Planning and Control is 

focused on Program Management and not 

directly on the design of the deliverable. 

We use other R6σ tools and techniques, 

such as Critical Chain, to optimize Stage 2. 

Stage 6, Production and Development and 

Stage 7, Operations and Support are 

focused on post-design activities. Again, 

we use R6σ to optimize these Stages. Let’s 

take a closer look at Stages 1, 3, 4 & 5. 

Stage 1: Business Strategy Execution 

At first glance, you might ask yourself why 

DFSS is included in Stage 1. Business 

Strategy Execution is focused on proposal 

and capture. However, most of you will 

agree that the majority of the time, the 

design concept, and maybe even key elements 

of the design, are locked in at the 

time of capture. As engineers, do we have 

a true understanding of our customer’s 

needs as we move from proposal/capture 

into requirements and architecture development? 

It is imperative to involve our systems 

architects very early in the IPDS cycle 

to clearly understand customer needs if we 

are to properly translate these needs into 

performance requirements and begin the 

allocation process. 

We begin to use DFSS in Business Strategy 

Execution to optimize 1-02, Program 

Capture/Proposal Development. We start 

with Customer Centric Thinking. We use 

these concepts to truly understand the customer 

needs, define customer requirements 

that will fulfill these needs and understand 

and manage customer perceptions. Quality 

Function Deployment (QFD) is a great tool 

to use for customer requirements. Critical 

Parameter Management (CPM) provides the 

linkage between our customer requirements 

and performance requirements. As 

we explore different design concepts, we 

can use other DFSS tools such as TRIZ and 

affinity diagrams/KJ Analysis. We can also 

start exploring re-use options through 

benchmarking across Raytheon businesses 

and industry. 

This should leave us with a very clear 

understanding of our customer’s needs 

as we move into Requirements and 

Architecture Development. 

Stage 3: Requirements and 

Architecture Development 

This is where the heart of Design For Six 

Sigma resides. The soul is in Stage 1, the 

heart is in Stage 3. As we begin to develop 

the system architecture, the Program 

Systems engineer would use DFSS to begin 

statistical requirements analysis. This entails, 

building models, characterizing and optimizing 

the input variables, determining the 

impact that the inputs and their variation 

have on the system, analyzing the outputs 

and allocate variability. DFSS brings statistical 

analysis into the picture and allows us 

to predict the performance of our system. 

But do we have time for this? Let’s see… 

“DFSS is grounded on the pillars of 

customer focused marketing—using 

customer requirements to drive 

performance excellence—building 

relationships by understanding our 

customer’s needs from the proposal 

and capture phase throughout the 

total life cycle into operations and 

support —listening, being proactive, 

providing superior solutions.” 

Greg Shelton, 

Vice President, Engineering, Technology, 

Manufacturing and Quality 

At the core of every design is a model. 

That’s what engineers do. Building models 

is the most time-consuming element of statistical 

requirements analysis; and now we 

have a way to optimize these efforts. (DFSS 

helps us optimize the remaining steps.) 

Engineers know the input and response 

variables. By using statistical methods to 

characterize those input variables that 

introduce variation, we are able to optimize 

the input much more effectively, explore 

more design options and make selections 

with a greater level of confidence. Without 

statistical models of the input variables, 

how can we really understand the 

response? We cannot. So let us re-ask the 

question. Do we have the time NOT to do 

DFSS? NO! 


summer 2003 21

“At it’s heart R6σ is about seeking perfection, 

looking current reality in the eye 

and then using appropriate tools to close 

the gap. R6σ in engineering is no different 

except perfection is defined by customer 

value, in terms of ever aggressive 

performance of our products and services. 

Taking a facts and data approach, using 

predictive tools, to quantifying current 

performance levels and then using these 

predictive techniques as a part of the 

engineering processes, as we strive to 

deliver solutions, is R6σ in engineering.” 

Jon W. McKenzie, Director Six Sigma Institute 

Design for Six Sigma 


Here’s an example of applying statistical 

design methods to a “problem” that was 

identified using a traditional design approach. 

Boresight Example: 

A traditional worse-case tolerance analysis 

indicated that all of the MK-47 sensors 

would require a mechanical alignment. Jeff 

Gilstrap, a senior system engineer from 

NCS, was brought in to do a boresight 

analysis. Jeff had recently attended the first 

session of the R6σ for Design Practitioner 

Track and saw an opportunity to use the 

Statistical Design Methods he learned in 

class to accomplish the following design 

objectives: 

• Determine if boresight requirements 

could be achieved with hard-mounted 

cameras and Laser Rangefinder 

(LRF) 

• Establish the optical and mechanical 

parts tolerances required to achieve 

boresight requirements. 

Jeff constructed a detailed model of the 

complete optical system and performed a 

Monte Carlo simulation with Six Sigma 

manufacturing tolerance distributions (vari- 


DFSS (continued) 

ability) for all of the optical elements and 

mechanical part features. Fabrication 

process capabilities were obtained from 

PCAT. This model can now be reused or 

modified for similar applications. Using the 

model and the statistical methods from 

DFSS, Jeff was able to verify that: 

• Both cameras must be aligned at 

assembly due to wide tolerance 

ranges 

• The LRF could be hard-mounted, 

avoiding a costly alignment mechanism 

and procedure 

What if we had used statistical design 

methods from the beginning? Do we have 

the time NOT to use DFSS? Again, NO! 

Another DFSS technique that can be used 

to generate preliminary System and Product 

Design concepts is TRIZ. TRIZ, a Russian 

acronym for Theory of Inventive Problem 

Solving, is a philosophy and methodology 

for solving technical problems using inventiveness 

and creativity. TRIZ was developed 

by Genrich Altshuller and his colleagues in 

the former USSR starting in 1946, and is 

now being developed and practiced 

throughout the world. 

Stages 4 & 5: Detailed Design and 

System Integration, Test, Verification 

and Validation 

The body of DFSS resides in Stages 4 & 5. 

The design concepts are defined, requirements 

are clearly understood and have 

been allocated and the preliminary designs 

are complete. Now it is time for the 

detailed design work, with a strong focus 

on Producibility and Affordability. We continue 

to use the DFSS concepts and tools 

that we used in Stages 1 & 3, as appropriate. 

Other DFSS tools we might consider 

are Design For Manufacture and Assembly 

(DFMA), Design Of Experiments (DOE), 

Process Capability Analysis Tool (PCAT), 

Design To Cost (DTC) and Cost As an 

Independent Variable (CAIV), Capability 

Analysis, Test Optimization, Test Error 

Allocation, Combinatorial Design 

Methodology, Markov Chains, etc. 

It is in Detailed Design and System ITV&V 

that we achieve the balance between 

Product Performance, Affordability and 

Producibility that provides Customer Value 

and maximizes our profitability. 

I know what you’re thinking, “How on 

earth can you possibly expect me to use all 

of those tools and design a system in a 

reasonable amount of time?!” A common 

R6σ in Product Development 

is defined as our ability to predict and 

perform to our customer requirements, 

quantify variation and understand the 

source of that variation. There are four 

areas of interest to our customers and 

programs. Program Managers and 

Engineers must constantly evaluate these 

areas and balance with customer value to 

assure a successful execution of a program. 

Product Development Schedule – Our 

ability to plan and execute that plan in 

the development of products and services. 

Product Development Cost – Our ability 

to predict the cost of the development of 

the products or services and then perform 

to those predictions. 

Product Performance – Our ability to 

predict how our products will perform 

when fielded. The prediction is done on 

key technical parameters, often driven by 

identified risk on the program. Many 

times these predictions are done with 

Modeling and Simulation. 

Product Cost – Our ability to predict the 

cost of the production of a product or the 

operational and maintenance cost associated 

with the product. 

Design for Six Sigma specifically refers to 

the dimensions of Product Performance 

and Product Cost.

misconception is that we have to use all of 

the tools. Using all of the tools would take 

too long and cost too much. As a design 

engineer, you are expected to use the right 

tool at the right step of the process to provide 

the right amount of balance between 

Performance, Affordability and Producibility. 

This is a call that only you can make. So 

how do you make the right choices? 

When choosing the appropriate DFSS tools, 

your past experiences will play a huge role. 

But knowledge of the toolset that is available 

to you is also important. That is where 

learning new skills comes in. A Practitioner 

Track has been developed to help you integrate 

R6σ concepts and tools into the 

design process. 

The R6σ for Design Practitioner Track was 

developed for design engineers and R6σ 

Experts that are involved in the design 

process. In this session, the participant will 

learn about DFSS through discovery of new 

concepts, case studies and application 

through simulations and exercises. Our 

intent is to provide the skills and the con- 

View Point 

DFSS offers several key advantages 

to statistical analysis. 

• Better accuracy – use of simulation 

instead of estimation. 

Can specify inputs as distributions. 

Models more closely 

represent the real product. Worst case 

analysis typically results in over-design. 

• Greater insight – worst case and MRSS 

calculations yield no statistical data. 

• Greater analysis capability – improved 

sensitivity analysis, ability to easily 

change input parameters and obtain 

quick results for “what if “ scenarios. 

• Greater calculating power – spreadsheet-based 

analysis tools provide powerful 

and flexible calculation capability 

and more efficient management of 

large amounts of data and calculations. 

Jeff Gilstrap, senior principal systems 

engineer, NCS, Plano, Texas. 

text for engineering practitioners to recognize 

and apply appropriate R6σ tools in 

optimizing product design. This is a pull 

system, not a push. 

The R6σ for Design Practitioner Track is 

broken into two sessions. The first session 

(four days) focuses on Stages 1 & 3 and on 

the systems architects and systems engineers. 

The second session (four days) pertains to 

detailed design efforts. The first two days 

focus on detailed design of the hardware. 

The second two days focus on software 

design. Systems architects, engineers and 

R6σ Experts should plan to participate in all 

eight days. Detail designers should plan to 

participate in the first session and choose 

either the hardware or software piece of 

the second session for a total of seven 

days. For more information on the Design 

For Six Sigma Practitioner Track go to: 

http://homext.ray.com/sixsigma and 

click on the Six Sigma Practitioner Track 

Brochure icon. 

Our ultimate challenge as engineers is to 

“Predict and Perform”. 

R6σ, as deployed today, is very much a 

reactive improvement strategy. We find a 

problem and resolve it. We have to mature 

to a much more proactive approach by 

engaging early in the design. Our challenge 

is to prevent problems rather than fix them. 

Our ability to predict and then perform 

against those predictions forms the foundation 

of design excellence. Are you ready to 

accept this challenge? 

- Lynda Owens 

The More You Know 

About DFSS… 

References: 

“Engineering of Creativity: 

Introduction to TRIZ Methodology of 

Inventive Problem Solving”, Semyon 

Savransky, CRC Press LCC, 2002 

“And Suddenly the Inventor Appeared”, 

Genrich Altshuller, Technical 

Innovation Center, 1996, 2nd ed. 

“Design For Six Sigma”, Creveling, 

C.M., J.L. Slutsky, and D. Antis, Jr., 

Prentice Hall PTR, 2003 

To accept this challange, join the 

DFSS Community of Practice by 

contacting: 

Lynda Owens 

l-owens@raytheon.com 

Herrick Haenisch 

haenisch@raytheon.com 

DFSS General Information: 

R6σ Institute: 

Brian Morgan 

jbmorgan@raytheon.com 

IDS: 

Wayne Risas 

Wayne_E_Risas@raytheon.com 

IIS: 

Karl Arunski 

arunski@raytheon.com 

MS: 

Lou Vetoe 

lnveto@raytheon.com 

Debra Herrera 

Debra_S_Herrera@raytheon.com 

NCS: 

Lynda Owens 

l-owens@raytheon.com 

Richard Johnson 

r-johnson8@raytheon.com 

RAC: 

Otto Baierlein 

otto_baierlein@rac.ray.com 

RSL 

Derek Richardson 

Derek_R_Richardson@raytheon.com 

RTSC: 

Patty Smith 

smithp@indy.raytheon.com 

SAS: 

Nancy Fleischer 

nlfleischer@raytheon.com 

Tim Fitzgerald 

Tim_K_Fitzgerald@raytheon.com 

summer 2003 23

In the News 

NEW CHAIRS FOR TECHNOLOGY NETWORKS 

Greg Shelton, vice president of Engineering, Technology, Manufacturing, and Quality, is 

pleased to announce the following appointments. 

Walt Caughey MECHANICAL AND MATERIALS TECHNOLOGY NETWORK (MMTN) 

Walt Caughey joins the Leadership team after having served with Integrated Defense Systems in Sudbury, 

Mass. Before coming to Raytheon, Walt spent many years as an airframe structural engineer at Grumman 

Aerospace, and as a project engineer at Teledyne Materials Research. At Raytheon, Walt has held a variety of 

positions including lead mechanical engineer on the SM-2 Block VA radome development and the SM-3 third 

stage rocket motor (TSRM), lead engineer on the Patriot missile radome and rocket motor, and participant of 

the ME invention disclosure review subcommittee. Walt holds a BSME from Manhattan College and a MSME 

from Polytechnic Institute of Brooklyn. 

Randy Conilogue RF SYSTEMS TECHNOLOGY NETWORK (RFSTN) 

Randy Conilogue, an engineering fellow, joins the Leadership team after having served on the Transmitters, 

Receivers, Exciters, and Data Link Department and the Radar RF Design Center. His past experience includes 

over 27 years in project and line management, circuit design, and device characterization. Randy’s past positions 

have ranged in areas that have developed his expertise in the designing of several high-performance 

analog and digital ASICs to receiver subsystem design. His achievements have included the awarding of 

several patents as well as individual achievement awards. Randy received his BS, MS and PhD all in Electrical 

Engineering from UCLA. 

Kenneth Kung SYSTEMS ENGINEERING TECHNOLOGY NETWORK (SETN) 

N EW S IX S IGMA M ASTER E XPERTS 

Mia McCallum 

Raytheon Six Sigma 

Master Expert 


Kenneth Kung, a certified Raytheon Six Sigma Expert, joins the Leadership team after having served as the 

engineering fellow for Network Centric Systems in Fullerton, Cailf. His expertise encompasses a variety of 

subjects including information system security, integrity, availability, network communications, front-end system 

requirements and analysis, operational concept definition, and system and software design, development, test 

and deployment. Kenneth is a valuable asset to the company and has participated in, as well as led, many 

important projects over the past 25 years, including the awarding of 8 patents. Kenneth received his BS in 

Electrical Engineering, his MS and PhD in Computer Science, all from UCLA. 

In her newly appointed position with Corporate Engineering, Technology, Manufacturing, and Quality, Mia will 

report directly to Greg Shelton as she provides Raytheon Six Sigma support to address urgent issues as well as 

enhance performance of the operations and quality communities at a systemic level. Mia will remain with the 

Raytheon Six Sigma Institute, as well, where she will continue to serve as architect for the 2003 Expert curriculum. 

Mia has been part of the Raytheon family since 1985 when she began with the former Texas Instruments. 

Throughout the years Mia has served as a Manufacturing Engineer, Shop Facilitator/Production Control 

Supervisor, Continuous Flow Manufacturing (CFM) Consultant, and finally, as a Raytheon Six Sigma Expert. 

With her exceptional management, problem solving, innovative thinking, leadership and change management 

skills, Mia has become a valuable asset to Raytheon and is sure to be a great contributor to the team. Mia 

holds a BS in Industrial Engineering from the University of Iowa.

JOHN RIEFF APPOINTED NEW CHAIR FOR THE SYSTEMS 

ENGINEERING AND TECHNOLOGY COUNCIL (SE&TC) 

Raytheon Engineering and Technology is pleased to announce 

that John Rieff has been named chair, Systems Engineering and 

Technology Council (SE&TC). 

As the SE&TC Chair, John’s responsibilities will encompass a 

variety of tasks all aimed at promoting One Company solutions 

while meeting the needs of our customers and businesses. Tasks 

include the coordination and facilitation of the SE Council meetings, 

representing the SE Council on the CMMI Steering Team, 

functioning as a liaison between the various business units, and assisting in local SE 

resources throughout Raytheon that can provide assistance during pursuits and proposal 

preparation. 

John is the section manager for Systems Engineering Process and Operations for the 

Garland site, which is part of the Intelligence and Information Systems Business. John 

supports engineering-wide initiatives related to systems engineering, cost estimation, 

process improvement, object-oriented technologies, and architecture-based development. 

He is one of the co-authors of the Raytheon Enterprise Architecture Process 

(REAP). John is also a member of the COSYSMO Working Group which is developing a 

parametric cost estimating model for Systems Engineering as well as a representative on 

the INCOSE Corporate Advisory Board. 

John received his Bachelor of Science degree from Iowa State University, and his 

graduate and post-graduate degrees from Iowa State University, University of Iowa, and 

University of Texas. 

John is replacing Dan Dechant who has completed his term. Dan will continue to work 

as director of the 1000-person, IDS Systems Architecture, Design and Integration 

Center. He will also continue on the council as the IDS representative. 

Please help us in congratulating John in his newly appointed role and in thanking Dan 

for his dedication and commitment. 

J. Brian Morgan 

Raytheon Six Sigma 

Master Expert 

New Look for 

Engineering, Technology, 

Manufacturing and Quality 

The Engineering, Technology, Manufacturing 

and Quality Web site has a new look 

thanks to a recent makeover. The site 

(http://home.ray.com/rayeng/) now includes 

spotlight features, improved navigability and 

better organization of featured content and 

One Company initiatives. The update to the 

Web site also includes Manufacturing and 

Quality pages. 

Brian will report directly to Greg Shelton in his newly appointed position with Corporate 

Engineering, Technology, Manufacturing, and Quality. Brian’s duties will be to provide 

Raytheon Six Sigma support to address urgent issues as well as enhance performance of 

the operations and quality communities at a systemic level. Additionally, Brian will remain 

with the Raytheon Six Sigma Institute where he will continue to oversee the deployment 

of Design for Six Sigma (DFSS) throughout Raytheon. 

We will continue to upgrade and improve our 

site as well as provide new features in the 

coming months. We invite you to visit the 

Engineering, Technology, Manufacturing and 

Quality site and to share your comments and 

suggestion with us using the feedback link on 

the left side navigation pod or directly at: 

RayEng_Communication@raytheon.com 

Brian has been a devoted employee since 1984 when employed with the former Texas Instruments, at which 

time he began his career as a mechanical design engineer. Throughout the years his experiences have spanned 

positions such as design engineer, program manager, and finally as a Raytheon Six Sigma Expert. Before assuming 

his current position, Brian was Program Manager for both the Multi-Spectral Targeting System (MTS-B) 

development program and the Predator Rapid Reaction Program. Brian holds a BS in Mechanical Engineering 

from Tulane University. 

summer 2003 25

IPDS best practices 

Raytheon’s Integrated Product Development 

System (IPDS) is the way we do business, 

from strategic planning through operations 

and support. The Corporate Relocation 

team, under the management of RTSC’s 

Sandy Wilk, proved that IPDS can be easily 

implemented on an atypical program. The 

end result of using IPDS is the same— 

predictability—schedule execution as 

planned—on time and on budget, while 

meeting customer expectations. 

In October 2002, Raytheon began construction 

of its new Global headquarters in 

Waltham, Mass. The new facility is 150,000 

square feet and will employ approximately 

350 Raytheon headquarters employees. The 

completion date for the project is scheduled 

for October 27, 2003. The project consists 

of managing the construction activities as 

well as coordinating the move of employees 

from both administrative buildings on the 

current Lexington Campus (125 and 141 

Spring St.). The first phase of moves was to 

vacate and relocate most of the employees 

of 125 Spring Street to a renovated portion 

of the Waltham East facility, also funded by 

this project. The next phase will be to 

vacate 141 Spring Street and move into the 

newly constructed building at Waltham 

Woods in Waltham, Mass. 

It was important to achieve success on this 

project right from the start. The budget and 

schedule were extremely tight and meeting 

the needs of the customer was critical. The 


Applying IPDS to the Corporate Relocation Project 

contract was complicated with legal terms. 

There were two purchase and sale agreements; 

one for construction of the new 

building and one for the sale of the existing 

Lexington campus, together with a lease 

agreement for the land on which the new 

Global headquarters would be built. There 

were also state-of-the-art technology 

requirements for the facility as well as security 

requirements appropriate for a defense 

company. 

Like many projects, there were risks that 

needed to be managed. The construction 

schedule spanned less than a year, which is 

very aggressive for construction of an office 

building. The current corporate headquarters 

had been sold and rent was being paid 

in Lexington. The project budget was limited 

to the money gained from the sale of 

the Lexington facility. The building was 

being constructed as the headquarters for 

the fourth largest defense firm, which 

necessitated the inclusion of many security 

requirements that are not typical for an 

office building. 

When the Corporate Relocation project was 

kicked off, the decision was made to treat 

the project like any other Raytheon program 

by implementing IPDS to assure a successful 

outcome. Processes and tools, used on 

other Raytheon projects, were applied such 

as Earned Value Management System 

(EVMS) and Risk Management. IPDS was a 

new and unfamiliar approach for those 

involved in construction projects, including 

a program management team, which had 

to quickly learn about IPDS. To help implement 

IPDS, a deployment specialist was 

hired full time for the life cycle of the project. 

Initially the product structure for the 

Corporate Relocation was determined. This 

included constructing a building and moving. 

From the product structure, a Work 

Breakdown Structure (WBS) was created, 

then broken down further into an 

Integrated Master Plan (IMP). From this, 

details were added to create an Integrated 

Master Schedule (IMS). This WBS approach 

was also used to track earned value and 

provides a consistent structure to track cost 

and schedule performance. Figure 1 summarizes 

the WBS approach. 

An Integrated Product Team (IPT), including 

representatives from many of headquarters’ 

functional areas, was formed to address 

specific parts of the building. Points of contact 

for each function were identified to 

ensure a smooth transition to the new 

headquarters. Figure 2 shows the initial IPT 

structure. New IPT’s are created as needed. 

An IPDS Gate Plan was developed for the 

project, beginning with the Gate 5 Start-Up 

meeting. The architect and the construction 

project management team were invited to 

participate in the development of the 

program plan to prepare for the Gate 5 

meeting. This plan provided the necessary

PROGRAM 

• Corporate 

Relocation 

COMPONENT 

• Design Plan 

• Permit/Approval 

• Build 

• Furnishings 

• etc… 

L1.L2.L3.L4.L5.L6 

Several requirements 

reviews were held in 

PROJECT 

TASK 

FUNCTIONAL GROUP 

preparation for the 

• Base Building • Design development • Facilities 

Gate 6 System 

• Interior Fit-Out 

• Building 

Acceptance 

• Construction Documents 

• Start Construction 

•Top Out Steel 

•IT 

• Security 

• Legal 

Functional review. 

Gates 6 and 7 were 

• Move 

• PMO 

• Purchase Furniture 

• Plan Alternate Moves 

• etc… 

• EH&S 

• etc… 

combined into a 

System Functional/ 

Preliminary Design 

Figure 1. WBS Approach for the Corporate Relocation Program 

Review and the Gate 8 

discipline in setting up the proper project 

elements to ensure a successful execution 

of the program, including a tailored Gate 5 

Critical Design Review 

was conducted by reviewing the design in 

each room of the building. 

checklist. In the Start-Up meeting, the 

Product WBS, EVMS approach, Risk 

In preparation for the move of employees 

to Waltham East, a Gate 9 Readiness 

Review meeting was 

conducted to ensure 

that we were ready for 

the move. A second 

review will be conducted 

prior to the move to 

the new Waltham 

Woods facility. 

Figure 2. Corporate Relocation IPT Structure 

Management Process, IMP/IMS and several 

other applicable plans for the project were 

presented and reviewed. In reviewing the 

Gate 5 checklist, the team discovered several 

measures that could be applied to help 

broaden their understanding of what needed 

to be accomplished. 

SUB-TASK 

• Review Design 

• Install Misc. Steel 

•Provide Security Systems 

• Remove Surplus Partitions 

• etc… 

According to Paul 

Simpson, executive 

sponsor of the project, 

“… no matter the end 

product—a radar, a 

building, a ship system —having a disciplined 

process like IPDS keeps everyone 

focused, and makes the team think through 

each step in advance. As long as there is 

some kind of end product, and that can 

include a service, then IPDS can be applied 

as a means of structuring the approach. 

It helps you ask the right questions, 

although you still have to go find and 

then take responsibility for the answers. 

It’s like a checklist, and it can work on any 

size program.” 

Following the IPDS process helped the 

Corporate Relocation team create an integrated 

product and team structure that 

merged the EVMS approach and the functional 

tasks identified in the IMS to achieve 

success. By following a disciplined 

1.18 

1.14 

1.1 

1.06 

1.02 

CPI 

0.98 

0.94 

0.9 

0.86 

Behind Schedule 

and Underspent 

11/02 

12/02 

1/03 

5/03 

Behind Schedule 

and Overspent 

Performance Overview 

0.82 

0.86 0.88 0.90 0.92 0.94 0.96 0.98 1.00 1.02 1.04 1.06 1.08 1.10 1.12 1.14 1.16 1.18 

SPI 

Figure 3. CPI/SPI Trend Chart 

Ahead of Schedule 

and Underspent 

Target Area 

6/03 

10/02 

2/03 4/03 

9/02 

Ahead of Schedule 

and Overspent 

approach, the team combined all management 

tasks into an organized, structured 

format to better execute project goals. This 

has resulted in the sustainment of a greater 

than 1.0 CPI from the inception of the 

project. Figure 3 shows the CPI/SPI trend. 

The building was erected amidst a difficult 

New England winter and spring season 

and is still on schedule for an October 27, 

2003 opening. 

– Ilene Hill 

summer 2003 27


Distinguished Level Awards Ceremony 

On May 20, 2003, Raytheon’s highest quality honor was bestowed upon five 

individuals and ten teams from across Raytheon’s businesses. Awardees 

and their guests gathered at the Marriott hotel in Burlington, Mass. to 

celebrate their accomplishments with key Raytheon leadership figures. 

Dan Burnham, Raytheon chairman and former CEO, and Bill Swanson, president, who succeeded 

Mr. Burnham as CEO July 1, hosted the evening. After a cocktail reception in the 

foyer, the evening’s emcee, Pat Coulter, vice president of communications, Government & 

Defense, welcomed everyone to the ceremony. 

Greg Shelton, vice president of engineering, technology, quality and manufacturing, 

opened the evening by stating, “One of the big things that I think is important tonight is 

we’re honoring the big “Q” — the quality beyond just the quality organization, it’s really 

honoring quality across our company. Raytheon Six Sigma has been a rallying point for this 

company for the past 5 years. As you know, we’re also incorporating CMMI to drive higher 

levels of achievement in the process control and disciplines of execution across our programs. 

We’re using IPDS to drive program management, engineering, supply chain, quality, 

and operations. Many of you receiving the quality award tonight have used Six Sigma in 

your processes. Excellence through Six Sigma has become a culture here at Raytheon.” 

Gerry Zimmerman, vice president of corporate quality, presented the first 2002 Quality 

Excellence Award to Dan Burnham, and stated, “For leading the Raytheon Six Sigma cultural 

revolution, for relentless pursuit of excellence, and for motivating all of us to look in the 

mirror, and not look up, Dan, I’d like to present you with our first 2002 Quality Excellence 

Award.” Burnham graciously accepted the award, and began his moving keynote address. 

“Quality is indivisible, it’s key to everything that we do. Sure, Six Sigma is quality and I’m a 

Six Sigma guy, but there’s nothing antithetical between quality and six sigma — they are 

two peas in a pod. And I’m talking about quality with that big “Q”. 

“What do we want to do next? What we want next is for the quality organization to be an 

organization of power, an organization that’s defining excellence for us. Excellence that we 

can see, that we can measure, and that we can assess.” 

“What a great opportunity (for) those of you in the quality departments — you have a 

huge opportunity to drive this company forward. Take full advantage of it. We need to 

continue to develop this culture of quality — not just a set of data but a whole culture that 

engages and energizes every single part of the business. Every aspect of the way that we 

anticipate and respond to the customers’ needs — it’s all part of this seamless web.” 

“We take responsibility — we know that this isn’t just a business we’re in; we are a 

national treasure. We’re a national asset. We make our country a better place to live. We 

have a huge responsibility in this wonderful institution called Raytheon.” 

“You’ve put the customers and your teams first, sometimes requiring a lot of sacrifice on 

your part. And you’ve worked as One Company, leveraging all of our strengths, providing

superior solutions to our customers. Quality 

solutions, quality processes, quality people, 

reduced costs, increased producibility, 

improved customer relationships — all of 

this is quality with a big “Q”. It is our 

whole raison d’être; it’s our reason for 

being here. The kind of quality that you’re 

being recognized for is teachable, it’s replicable, 

it’s sustainable, and it’s expandable. 

You’re going to have an obligation to 

teach, and to show, not to pontificate, but 

to be Raytheon’s quality leaders, our teachers, 

and our mentors. What a wonderful 

role for you to be in! But what an obligation 

as well. We are going to be a company 

that all the others aspire to be. Thank you 

to each and every one of you.” 

Dan Burnham’s address was well received 

by everyone in attendance. Following the 

awards presentation, several awardees 

commented on the ceremony and thanked 

the leadership team for bringing them 

together. 

As Sandy Kukurba from Raytheon Missile 

Systems (RMS) said, “I thought the event 

was just incredible; to be able to be in the 

same room with the executive leadership 

team and Dan Burnham and Bill Swanson 

— it just shows how much quality means 

to the company.” Additionally, Matt Kehret, 

also from RMS, said, “It’s really great to see 

that Raytheon is so interested in quality and 

is dedicated to making sure that their 

employees are committed to quality.” 

– Siobhan Lopez 

2002 QUALITY EXCELLENCE DISTINGUISHED AWARD WINNERS 

Integrated Defense Systems 

Michael R. Klein (formerly RCE) 

Performance Excellence CMM Level 4 

John McCarthy, Richard Ortiz, Paul Savickas, Edwin Schulz, Robin Shoop 

Intelligence & Information Systems 

IIS Quality Management Team 

Nancy Crawford, John Matras, Ronald Myers, Christie Porter, Kenneth Wise 

Missile Systems 

Raytheon Multi-Program Cost Model Team 

Rhonda Feltman, Matt Kehret, Quentin Redman, George Stratton 

Multi-Product Factory Yield Improvement Team 

Francisco Castro, Sandy Kukurba, Stephen Malfitano, Henry Molina, Loren Sadler 

Operations/Engineering Producibility Engagement/Sigma Scorecarding Team 

Paul Curdo, Lewis Lane, David Lipovsky, Eric Maiden, David Ufford 

Network Centric Systems 

Hope Miller 

Terry Patterson 

Raytheon Aircraft Company 

Electronic Squawk Data Recording Team 

Jeane Bird, Jeremy Bodecker, Joe Howenstein, Steve Peters, Billy Wilda 

Raytheon Systems Limited 

APG65 Hybrid Recovery Team 

Gerry Curran, Kenny Dalgeish, Harry Millar, Azad Murdochy, Allan Walker 

Raytheon Technical Services Company 

Charles S. Stevens 

Space and Airborne Systems 

Property Contractor Self-Oversight (CSO) 

William Kanatsky, Jr., James Dobbin, Johnnie Coleman, William Gertsch, Mark Weeks 

IPDS Gating Team 

Emily Friedman, Charles Kelly, Jarel Wheaton, Rey Rojo, Adeline Chappell 

RF Feed Development Team 

Phillip Richardson, William Fogg, Michael Godfrey, Miguel Arellano, Tee Phelps 

Thales Raytheon Systems 

Johnes Bessent 

summer 2003 29

ON-LINE INTELLECTUAL PROPERTY CENTER INAUGURATED 

Commenting recently on the company’s future, Corporate Intellectual Property 

and Licensing Vice President Glenn Lenzen predicted that “Raytheon’s leading 

technological position will be based upon a strong intellectual property portfolio 

consisting of patents, trade secrets and know-how.” 

A high-technology company that generates cutting-edge products and technologies 

must be able to identify, protect and leverage its intellectual capital. To help 

achieve these goals and to reinforce a One Company philosophy, a Raytheon 

corporate team led by Lenzen has created a new Raytheon Intellectual Property 

Center (RIPC) intranet site at http://appus-as02.app.ray.com/rtnipcenter. 

The site provides employees with a centralized resource for all kinds of intellectual 

property information. Individuals are strongly urged to use the site to file invention 

disclosures electronically. The RIPC site also enables users to search Raytheon’s 

entire IP portfolio. 

Another important feature is the Leveraging IP module, which allows users to submit 

ideas for new technology applications that fall outside of the Company’s core 

defense business. The Technology Map module, currently under construction, will 

link Raytheon’s intellectual property to key technology areas, and to the various 

Raytheon businesses, business units, and geographical locations that are stakeholders 

in the IP supporting these technologies. 

The site also has a number of useful links listed on the left-hand side of the page. 

These include: 

• IP Background, which contains a 

series of introductory presentations 

on subjects such as IP ownership 

rights, copyright and patent training. 

• Policies and Procedures, a library of 

Company IP policies and procedures, 

including information regarding the 

clearance of technical papers for presentation 

or publication and a 

Technical Publications Clearance 

Request (TPCR) form, and requirements 

and procedures for control of 

Company most private, Raytheon proprietary 

and competition sensitive 

information. This link will be updated 

as revised policies and procedures 

become available. 

• Directories of IP&L staff and members of Patent Evaluation Committees. 

This site can answer many frequently asked IP questions and provide easy access 

to information. Everyone is encouraged to visit the RIPC and become familiar with 

the many resources it has to offer. 


– John Moriarty 

U.S. Patents Issued 

to Raytheon 

At Raytheon, we encourage people to 

work on technological challenges that keep 

America strong and develop innovative 

commercial products. Part of that process is 

identifying and protecting our intellectual 

property. Once again, the United States 

Patent Office has recognized our engineers 

and technologists for their contributions in 

their fields of interest. We compliment our 

inventors who were awarded patents from 

April through June 2003.

ELVIN C. CHOU 

JAMES R. SHERMAN 

6542048 Suspended transmission line with 

embedded signal channeling device 

JAMES E. BIGGERS 

KEVIN P. FINN 

RICHARD A. MCCLAIN, JR. 

HOMER H. SCHWARTZ, II 

6542879 Neural network trajectory command 

controller 

ROBERT A. BAILEY 

CARL P. NICODEMUS 

BRADY A. PLUMMER 

6543328 Convertible multipurpose missile launcher 

DAVID T. GREYNOLDS 

WILLIAM E. HUNT 

VERNON W. MILLER 

VINCENT A. SIMEONE 

6543716 Shipboard point defense system and 

elements therefor 

IRL W. SMITH 

6545563 Digitally controlled monolithic 

microwave integrated circuits 

WAYNE N. ANDERSON 

ANDREW B. FACCIANO 

PAUL LEHNER 

6548794 Dissolvable thrust vector control vane 

MICHAEL BRAND 

JAN S. GALLINA 

6549112 Embedded vertical solenoid inductors for 

RF high power application 

JAMES T. HANSON 



WAYNE ANDERSON 

JOHN HEROLD 

KEVIN W. KIRBY 

ANTHONY JANKIEWICZ 

FRANK JUDNICH 

JOHN J. VAJO 

CARLOS VALENZUELA 

6551663 Method for obtaining reduced 

thermal flux in silicone resin composites 

BLAKE G. CROWTHER 

DEAN B. MCKENNEY 

SCOTT W. SPARROLD 

MICHAEL R. WHALEN 

JAMES P. MILLS 

6552318 Sensor system with rigid-body error 

correcting element 

JAMES P. MILLS 

6552321 Adaptive spectral imaging device 

and method 

RICHARD W. BURNS 

DONALD A. CHARLTON 

THOMAS M. SHARPE 

6552626 High power pin diode switch 

RAY B. JONES 

BARRY B. PRUETT 

JAMES R. SHERMAN 

6552635 Integrated broadside conductor for 

suspended transmission line and method 

CHARLES L. GOLDSMITH 

DAVID H. HINZEL 

LLOYD F. LINDER 

6559530 Method of integrating MEMS device with 

low-resistivity silicon substrates 

MAURICE J. HALMOS 

6559932 Synthetic aperture ladar system using 

incoherent laser pulses 

CONRAD STENTON 

6559948 Method for locating a structure using 

holograms 

JAMES ROBERT WHITTY 

6560046 Collimator positioning system 

SEYMOUR J. ENGEL 

WILLIAM M. FOSTER 

CLIFTON F. ORCHARD 

CARROLL D. PHILLIPS 

6561074 Shipboard point defense system 

and elements therefor 

RONALD M. WALLACE 



KAPRIEL V. KRIKORIAN 

ROBERT A. ROSEN 

6563451 Radar imaging system and method 

CHUNGTE W. CHEN 

JOHN E. GUNTHER 

RONALD G. HEGG 

WILLIAM B. KING 

6563638 Wide-angle collimating optical device 


RONALD G. HEGG 

WILLIAM B. KING 

6563654 External pupil lens system 

CLAY E. TOWERY 

6563975 Method and apparatus for integrating 

optical fibers with collimating lenses 

DELMAR L. BARKER 

HARRY A. SCHMITT 

STEPHEN M. SCHULTZ 

6567174 Optical accelerometer and its use 

to measure acceleration 

ROBERT W. BYREN 

DAVID F. ROCK 

CHENG-CHIH TSAI 

6567452 System and method for pumping 

a slab laser 

MICHAEL J. KAISERMAN 

MICHAEL T. RODACK 

ARTHUR J. SCHNEIDER 

WAYNE V. SPATE 

JENNIFER B. WEESNER 

STANTON L. WINETROBE 

6568330 Modular missile and method 

of assembly 

WILLIAM A. CURTIN 

GEORGE W. SCHIFF 

ARTHUR B. SLATER 



SIDNEY C. CHAO 

EDNA M. PURER 

NELSON W. SORBO 

6569210 Gas jet removal of particulated soil 

from fabric 

JOHN S. ANDERSON 

GEORGE F. BAKER 


C THOMAS HASTINGS, JR. 

6570715 Ultra-wide field of view concentric scanning 

sensor system with a piece-wise focal plane array 

EUGENE R. PERESSINI 

6570902 Laser with gain medium configured to 

provide an integrated optical pump cavity 

STEPHEN E. BENNETT 

CHRIS E. GESWENDER 

KEVIN R. GREENWOOD 

6571715 Boot mechanism for complex projectile 

base survival 

ROGER WILLARD BALL 

BRIEN DOUGLAS ROSS 

ROBERT J. SCHOLZ 

6572327 Method for positioning a cylindrical article 

WILLIAM E. HOKE 

KATERINA HUR 

REBECCA MCTAGGART 

6573129 Gate electrode formation in 

double-recessed transistor by two-step etching 

PHILIP ANDREW PRUITT 

6573982 Method and arrangement for 

compensating for frequency jitter in a laser radar 

system by utilizing double-sideband chirped 

modulator/demodulator system 

LEON GREEN 

JOSEPH A. PREISS 

6574021 Reactive combiner for active array radar 

system 

CHARLES R. STALLARD 

6574055 Method and apparatus for effecting 

a temperature compensation movement 

LEONARD W. HOPKINS 

CHARLES Q. LODI 

HARRY T. O'CONNOR 



DAVID A. ANSLEY 

6576891 Gimbaled scanning system and method 

MICHAEL JOSEPH DELCHECCOLO 

JOSEPH S. PLEVA 

MARK E. RUSSELL 

H. BARTELD VAN REES 

WALTER GORDON WOODINGTON, 

6577269 Radar detection method and apparatus 

BRUCE R. BABIN 

6578491 Externally accessible thermal ground plane 

for tactical missiles 

JEFFREY A. GILSTRAP 

GARY J. SCHWARTZ 

WILLIAM GERALD WYATT 

6578625 Method and apparatus for removing heat 

from a plate 

DAVID D. CROUCH 

WILLIAM E. DOLASH 

6580561 Quasi-optical variable beamsplitter 

ERASMO MARTINEZ 

EARL WINTER 

6581467 Portable gas purge and fill system for night 

vision equipment 

summer 2003 31

The NEW Rotational 

Engineering Leadership Development Program (RELDP) 

The first class of five RELDP participants has 

been selected and started this rotational program 

in September. This group will change 

positions or “rotate” through at least two 

businesses over the course of this program. 

They join an existing Engineering Leadership 

Development Program (ELDP) that consists of 

approximately 120 participants who typically 

do not rotate positions. George Lynch serves 

as the program manager for both programs. 

The ELDP, a two-year program, was 

launched in 2000. Approximately 60 of our 

most promising engineers are recruited each 

year from within Raytheon to participate in 

this program. The RELDP will become a sub- 

Future Events 

Raytheon 3rd Joint Systems 

and Software Engineering 

Symposium 

– Innovative Solutions 

through Technology 

Engineering 

March 23 –25, 2004 

Westin Hotel, Los Angeles Airport 

Los Angeles, Calif. 

Sponsored by the Systems & Software 

Engineering Technology Networks and 

the Systems & Software Engineering 

Councils. 

The 3rd joint Raytheon Systems & Software 

Engineering Symposium is devoted to fostering 

increased teaming and collaboration 

on current developments, capabilities, and 

future directions between Systems & 

Software Engineering. It is sponsored by the 

Raytheon Systems & Software Engineering 

Technology Networks and the Raytheon 

Systems & Software Engineering Councils 

and will feature 3 days of presentations, 

tutorials, panels, and exhibits in all areas 

relevant to systems and software disciplines. 

The symposium will provide an excellent 

opportunity to network with your peers, 

set of this program. Each RELDP class will 

eventually consist of 10 engineers with graduate 

degrees who are annually recruited on 

campus. This group will have three, eightmonth 

assignments across different Raytheon 

businesses prior to permanent assignment. 

Based on his own experiences throughout 

various Raytheon businesses, Bill Swanson 

recognized the rotation process as an 

invaluable development tool for engineers. 

The rotational experience will complement 

the cross-functional training, leadership 

development, and mentoring that is already 

provided in all Leadership Development 

Programs (LDP). 

and to explore innovative solutions through 

technology engineering to increase our 

future competitiveness. 

Each day features up to six tracks devoted 

to the latest in Raytheon technologies 

with prominent speakers from Raytheon 

senior management such as Bill Swanson, 

Greg Shelton, Peter Pao and others from 

industry and major customer areas to be 

announced. A separate track features 

vendors, Raytheon booths and other 

associated organizations. 

For more information visit the Systems and 

Software Engineering symposium Web site 

at http://home.ray.com/rayeng/ 

technetworks/tab6/se_sw2004/index.html 

6th Annual Raytheon 

RF Symposium 

Call for Papers Coming Soon 

May 2 – 5, 2004 

Marriott, Long Wharf 

Boston, Mass. 

Sponsored by the RF Systems 

Technology Network. 

Job rotation is a common practice in 

Leadership Development Programs at 

Raytheon. In addition to the RELDP, there are 

six other Leadership Development Programs 

which provide rotation options for their participants. 

The addition of RELDP to the LDP 

community further supports our goal of 

making Raytheon One Company. 

For more information about the Engineering 

Leadership Development Program, go to the 

ELDP home page at 

http://home.ray.com/rayeng/eldp/ 

2003 Symposia Successes 

– The following Raytheon 

symposia were successfully 

conducted in 2003 

Joint Systems and Software Symposium 

– April 8-10 

5th Annual RF Symposium – April 21-24 

6th Annual Electro-Optical Systems 

Symposium – May 20-22 

6th Annual Processing Systems 

Technology Expo – September 9-11 

3rd Annual Mechanical and Materials 

Engineering Technology Symposium 

– October 7-9 

Presentations from each symposium are 

available at the following Web site: 

http://homext.ray.com/rayeng/technetworks/ 

tab5/tab5.htm 

Copyright © 2003 Raytheon Company. All rights reserved.

INTEGRATED MISSION SOLUTIONS DD(X ... - Raytheon

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