B e s t M a n u f a c t u r i n g P r a c t i c e s

REPORT OF SURVEY CONDUCTED AT

NAVAL AIR WARFARE CENTERLAKEHURST, NJ

BEST MANUFACTURING PRACTICES CENTER OF EXCELLENCECollege Park, Maryland

www.bmpcoe.org

AUGUST 1998

F o r e w o r d

This report was produced by the Best Manufacturing Practices (BMP)program, a unique industry and government cooperative technology transfereffort that improves the competitiveness of America’s industrial base both hereand abroad. Our main goal at BMP is to increase the quality, reliability, andmaintainability of goods produced by American firms. The primary objectivetoward this goal is simple: to identify best practices, document them, and thenencourage industry and government to share information about them.

The BMP program set out in 1985 to help businesses by identifying,researching, and promoting exceptional manufacturing practices, methods, and

procedures in design, test, production, facilities, logistics, and management – all areas which arehighlighted in the Department of Defense’s 4245.7-M, Transition from Development to Productionmanual. By fostering the sharing of information across industry lines, BMP has become a resource inhelping companies identify their weak areas and examine how other companies have improvedsimilar situations. This sharing of ideas allows companies to learn from others’ attempts and to avoidcostly and time-consuming duplication.

BMP identifies and documents best practices by conducting in-depth, voluntary surveys such asthis one at the Naval Air Warfare Center, Lakehurst in Lakehurst, New Jersey conducted during theweek of August 10, 1998. Teams of BMP experts work hand-in-hand on-site with the company toexamine existing practices, uncover best practices, and identify areas for even better practices.

The final survey report, which details the findings, is distributed electronically and in hard copy tothousands of representatives from industry, government, and academia throughout the U.S. andCanada – so the knowledge can be shared. BMP also distributes this information through severalinteractive services which include CD-ROMs, BMPnet, and a World Wide Web Home Page located onthe Internet at http://www.bmpcoe.org. The actual exchange of detailed data is between companies attheir discretion.

The Naval Air Warfare Center, Lakehurst operates as the Aircraft Platform Interface Group fortechnical mission support. This specialized niche of Naval Aviation pertains to the equipment,services, and processes needed to assure that fixed and rotary wing aircraft can operate from aircraftcarriers, other air capable ships, and Marine Corps expeditionary sites. Among the best exampleswere the Naval Air Warfare Center, Lakehurst’s accomplishments in carrier operations analysis;geographic information system; defense standardization program; and parts control program.

The Best Manufacturing Practices program is committed to strengthening the U.S. industrial base.Survey findings in reports such as this one on the Naval Air Warfare Center, Lakehurst expandBMP’s contribution toward its goal of a stronger, more competitive, globally-minded, andenvironmentally-conscious American industrial program.

I encourage your participation and use of this unique resource.

Ernie RennerDirector, Best Manufacturing Practices

Naval Air Warfare Center, Lakehurst

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C o n t e n t s

1. Report Summary

Background......................................................................................................... 1Best Practices ..................................................................................................... 1Information ......................................................................................................... 3Point of Contact ................................................................................................. 4

2. Best Practices

TestCross Deck Pendants ............................................................................................ 5

ProductionCustomized Tool Kit Program ............................................................................. 6Fleet Emergencies and Contractor Defaults Process .......................................... 6Geographic Information System .......................................................................... 7Manufacturing Planning Control System........................................................... 8National Priorities List Program ......................................................................... 8Recycling Program ............................................................................................... 9

FacilitiesCarrier Operations Analysis .............................................................................. 10

LogisticsAcquisition Logistics Support Plan ................................................................... 11

ManagementDefense Standardization Program .................................................................... 11

3. Information

DesignEngineering Data Management System ........................................................... 15Producibility Engineering Process .................................................................... 16Requirements Analysis Procedure .................................................................... 16Software Design Process..................................................................................... 17

Naval Air Warfare Center, Lakehurst

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C o n t e n t s (Continued)

TestAircraft Launch and Recovery Equipment Certification ................................. 17Aviation Engine Test System ............................................................................ 18Data Acquisition Receive and Transmit System .............................................. 18Test Site Equipment Certification ..................................................................... 19

ProductionParts Control Program....................................................................................... 19

FacilitiesIntegrated Sustained Maintenance Planning Process ..................................... 20NAVPLAN/NAVPRO......................................................................................... 20

LogisticsIntegrated Logistic Support Workload Program .............................................. 21New Construction Ships Outfitting Program .................................................... 21Procurement of Material and Services .............................................................. 21Training Execution and Personnel System ...................................................... 22

ManagementISO-14001 Implementation ............................................................................... 22Quality Assurance .............................................................................................. 23Strategic Planning ............................................................................................. 23

APPENDIX A - Table of Acronyms ........................................................................ A-1APPENDIX B - BMP Survey Team......................................................................... B-1APPENDIX C - Critical Path Templates and BMP Templates ........................ C-1APPENDIX D - BMPnet and the Program Manager’s WorkStation................ D-1APPENDIX E - Best Manufacturing Practices Satellite Centers .................... E-1APPENDIX F - Navy Manufacturing Technology Centers of Excellence ........ F-1APPENDIX G - Completed Surveys ........................................................................ G-1

Naval Air Warfare Center, Lakehurst

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Figures

2-1 Digital Mapping with Database Information ............................................................ 82-2 Overhead View of a First Go .................................................................................... 102-3 Standardization Improvement Program Status ..................................................... 122-4 Standardization Improvement Program Timeline ................................................. 133-1 Approval Process ...................................................................................................... 153-2 Strategic Management Model .................................................................................. 24

F i g u r e s

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S e c t i o n 1

Report Summary

Background

Navy Lakehurst, as it is collectively known, occu-pies 7,412 acres in the million-acre Pinelands Na-tional Reserve in central New Jersey. Here, the NavalAir Engineering Station provides the facilities andservices to support the people and programs of NavyLakehurst as well as other activities, units, andtenants on the base. The Station is also home to theNaval Air Warfare Center (NAWC), Lakehurst. Asthe largest occupant of the base, NAWC, Lakehurstoperates as the Aircraft Platform Interface Group fortechnical mission support. This specialized niche ofNaval Aviation pertains to the equipment, services,and processes needed to assure that fixed and rotarywing aircraft can operate from aircraft carriers, otherair capable ships, and Marine Corps expeditionarysites. Navy Lakehurst is responsible for the catapultsthat launch the aircraft; the landing aids that guidethem back to the ship; the arresting gear that recov-ers them on the deck; and all of the support equipmentto move, service, and maintain aircraft. The baseemploys 1,898 civilians, 251 contractors, and 218military personnel, and had a fiscal budget of $469million in FY97.

Lakehurst began as a remote ammunition provingground for the Russian Imperial Government in 1915.Acquired two years later by the U.S. Army, Lakehurstcontinued in this function until 1921 when it wascommissioned as an air station for the U.S. Navy.Between 1921 and 1961, Lakehurst operated as aLighter Than Air Center for rigid airships, andbecame the Nation’s first trans-Atlantic interna-tional airport. At one time or another, all of the Navy’srigid airships were housed in Hangar One, as well asGermany’s two most famous ones – the Hindenburgand the Graf Zeppelin. Today, Hangar One is aregistered historical landmark, and the home of theCarrier Aircraft Launch and Support Systems Equip-ment Simulator, a one-quarter scale model carrierdeck used for training Navy personnel. Nearby is theHindenburg Memorial which marks the site of the1937 crash. With the demise of dirigibles, Lakehurstturned its focus to aircraft carriers, helicopters, andairplanes. These innovations enabled air power to beinterwoven with sea power, eventually leading thebase to its current mission. Lakehurst features many

unique facilities such as a 12,000-foot dedicated testrunway, a catapult launch test site with deadloadlaunch capability, a runway arrested landing site, anelevated fixed platform, a jet blast deflector area, a jetcar track site, and a manufacturing complex. Amongthe best practices documented were Lakehurst’s car-rier operations analysis; geographic information sys-tem; defense standardization program; and partscontrol program.

Navy Lakehurst is the critical link between airNavy and sea Navy. In addition to supporting thisvital mission, Lakehurst provides outstanding com-munity outreach programs; partners with local busi-nesses and academia; and pioneers environmentaland energy conservation efforts. The base has re-ceived numerous awards including the Quality Im-provement Prototype Award (equivalent to theMalcolm Baldridge Award); the Environmental Show-case Installation Award; the Silver Gull Award; theGold Nugget Award; and the Aviation Week QualityCenter Award. The accomplished workforce at NavyLakehurst is dedicated to total quality leadership andcost effective, reliable, technology superior support. TheBMP survey team considers the following practices tobe among the best in industry and government.

Best Practices

The following best practices were documented atNAWC, Lakehurst:

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Cross Deck Pendants 5

Cross deck pendants (arresting wires) must en-dure extreme stress during fly-ins, and with-stand a highly corrosive environment of sea waterand sulphur dioxide from the exhaust of ships andaircraft. NAWC, Lakehurst is the only facility inthe world that manufactures and assembles crossdeck pendants for the Navy. Using an extensivequality assurance process, Lakehurst ensuresthat every cross deck pendant it manufactures isof the highest quality.

Customized Tool Kit Program 6

NAWC, Lakehurst uses a Customized Tool Kitprogram to design and develop tool kits for the

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Department of Defense and other governmentagencies. A core group configures the kits to meetthe specific needs of the Navy (e.g., aircraft weaponplatforms and support personnel, dedicated toolcontrol, manufacturing planning control, modernfacilities) and ensures that world-class qualitytool kits are delivered on time and at the right price.

Fleet Emergencies and Contractor 6Defaults Process

NAWC, Lakehurst’s Prototyping and Manufac-turing Department developed and implementeda Fleet Emergencies and Contractor Defaultsprocess. This process enables the Department toprovide immediate response to Aircraft Launchand Recovery Equipment emergencies and inves-tigations, as well as emergency manufacturing ofSupport Equipment due to supply system short-ages or contractor defaults.

Geographic Information System 7

The Geographic Information System correlatesthe features on an electronic digital map to en-tries in a relational database. This smart mapcan query information for reporting and analysis.Although the initial setup required a large in-vestment and additional manpower, this systemhas become an indispensable tool at NAWC,Lakehurst for environmental cleanup.

Manufacturing Planning Control 8System

In 1991, the Prototyping and Manufacturing De-partment implemented the Manufacturing Plan-ning Control System by customizing an architec-ture/application being used by the Air Force. Thissystem handles all aspects of manufacturingresource planning, and enables the Departmentto initiate, track, and verify any specific job fromcustomer inquiry to delivery.

National Priorities List Program 8

In 1987, NAWC, Lakehurst was placed on theEnvironmental Protection Agency’s National Pri-orities List as a facility with serious environmen-tal issues. Faced with these challenges as well asstrict environmental regulations, Lakehurst’s En-vironmental Branch implemented the NationalPriorities List program. This program, designatedbest in the Navy for FY97, is playing an importantrole in Lakehurst’s efforts to have the base re-moved from the National Priorities List. Of the45 National Priorities List sites, the cleanup

action has been completed at 34 sites with activecleanup ongoing at the other 11 sites. The delistingprocess is scheduled to begin in May 1999.

Recycling Program 9

In 1997, the Prototyping and Manufacturing De-partment improved its material disposal andrecycling efforts by enlisting the services of Mo-rale, Welfare, and Recreation, an on-site organi-zation. Today, this organization handles themajority of recycling conducted at NAWC,Lakehurst. In addition, the Public Works Depart-ment, which is responsible for ensuring the base’scompliancy with all environmental laws, handlesall other wastes in accordance with appropriatecleanup and disposal procedures.

Carrier Operations Analysis 10

NAWC, Lakehurst’s Carrier Analysis Labora-tory is a unique research facility that develops,analyzes, evaluates, documents, and archivesdata associated with the satisfactory operationsof naval aircraft on surface ships. This secure,3,300 square-foot laboratory simulates the lay-out of actual ships, aircraft, weapons and othersupport equipment by using scale models and 3-Dcomputer models. This approach provides ship-board aircraft operations problem-solvingsupport to the Fleet.

Acquisition Logistics Support Plan 11

To reduce development costs and improve thereadability of support plans, NAWC, Lakehurstimplemented the Acquisition Logistics SupportPlan program. This program covers all possiblesupport scenarios for developing a comprehen-sive plan, and enables the plans to be producedwith consistent quality.

Defense Standardization Program 11

A major element of acquisition management bythe military services is the process of developingand agreeing on uniform engineering criteria forproducts, processes, practices, and methods. TheDepartment of Defense accomplishes this taskthrough its Defense Standardization Program.NAWC, Lakehurst participates in and supportsthis program to provide for configuration man-agement, logistics, maintenance, and reprocure-ment of existing platforms, systems, and equip-ment, and to develop world-class standards inpartnership with industry for future acquisitionrequirements.

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Information

The following information items were documentedat NAWC, Lakehurst:

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Engineering Data Management System 15

NAWC, Lakehurst’s Engineering Data Manage-ment group wanted to establish an integrateddata system that tightly incorporated all techni-cal competencies and activities, and an infra-structure which fostered process improvement,business partnerships, and information sharing.Using an integrated desktop approach for easyaccessibility, the group developed the Engineer-ing Data Management System which operates asa single point of entry for all official engineeringdata, and is accessible via the Internet.

Producibility Engineering Process 16

NAWC, Lakehurst developed a process and anorganization that would handle producibility en-gineering services using a concurrent engineeringapproach. Modeled after MIL-HDBK-727, theProducibility Engineering process looks at gen-eral aspects of design; specifications and stan-dards used; drawings; inspection and test; mate-rials; manufacturing processes; joining methods;coating materials and methods; and heat treat-ing. The Producibility Engineering organizationparticipates early on in the design phase to pro-vide producibility criteria and conduct aproducibility analysis.

Requirements Analysis Procedure 16

Fully implemented in 1997, the RequirementsAnalysis procedure was designed to optimizeFleet requirements, benchmark solution perfor-mance, identify prospective solutions, improveequipment performance, develop clear test andevaluation metrics, and measure affordable readi-ness. This procedure also ties into ensuing pro-cesses such as trade studies, technical perfor-mance reviews, Test and Evaluation Master Planpreparation, functional analyses, and specifica-tion development.

Software Design Process 17

NAWC, Lakehurst’s Automatic Test EquipmentSoftware Center wanted to develop better soft-ware products, reduce project costs, improve or-ganization, and meet/exceed industry compli-ance through the use of the Software EngineeringInstitute’s Capability Maturity Model. As a re-sult, the Center implemented the Software De-sign process which establishes a more structured

setting via policies, plans, procedures, and soft-ware reviews.

Aircraft Launch and Recovery 17Equipment Certification

NAWC, Lakehurst is responsible for certifyingthe installation and subsequent operational per-formance of all shipboard and shorebased Air-craft Launch and Recovery Equipment. A signifi-cant cost factor in certifying launchers is thedeadload launch requirement. NAWC, Lakehursteliminated this requirement (except for initialinstallation situations) by developing a computerprogram that can simulate a deadload launch.

Aviation Engine Test System 18

NAWC, Lakehurst uses an Aviation Engine TestSystem to detect incremental degradations inaircraft engine performance prior to catastrophicfailure, and to certify acceptable performance ofall aircraft engine types prior to installation inaircraft. This effort involves a test facility corre-lation, and the subsequent certification byNAWC, Lakehurst.

Data Acquisition Receive and 18Transmit System

The Data Acquisition Receive and Transmit sys-tem is the primary means of collecting dynamicevent data at the NAWC, Lakehurst test sitesand on shipboard projects. Capabilities of thissystem include data acquisition, post processingand validation, analysis, and archiving.

Test Site Equipment Certification 19

The Test Site Equipment Certification for air-craft tests provides the framework for modifyingthe test site configuration, installing the test siteunique data retrieval devices, and ensuring thatthe site is ready for conducting tests with aircraft.The certification process enables the Navy toconduct shore-based testing and component check-out safely, economically, and with the highestdegree of reliability before using these systemsand components on aircraft carriers at sea.

Parts Control Program 19

The Navy’s Parts Control program is a coordi-nated effort between prime contractors and pro-curing activities to promote and optimize the useof standard parts; minimize the use of companyunique and peculiar parts; and prevent the use ofparts with built-in failure mechanisms. NAWC,Lakehurst’s role is to provide oversight of theprocess for the Navy to ensure integrity of thecontractor’s process and compliance with theprogram.

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Integrated Sustained Maintenance 20Planning Process

NAWC, Lakehurst developed and implementedan Integrated Sustained Maintenance PlanningProcess to help reduce the operations and supportexpenditures of Aircraft Launch and RecoveryEquipment/Support Equipment. This PC-basedsystem has the capability to develop detailed,revised maintenance requirements based on realneeds.

NAVPLAN/NAVPRO 20

NAVPLAN is a PC-based, easy-to-use mainte-nance plan development system used for com-mercial-off-the-shelf/non-developmental itemacquisitions where limited data is available. Asan extension of NAVPLAN, NAVPRO can pro-duce provisioning documentation (completelycompatible with Naval Inventory Control Pointrequirements) and support material lists (usedto determine interim spare and repair partssupport requirements).

Integrated Logistic Support Workload 21Program

The Integrated Logistic Support group developedthe Integrated Logistic Support Workload pro-gram as a structured method to estimate itsworkload, budget, and associated costs. Thisprogram has become an important tool for Inte-grated Logistic Support management.

New Construction Ships Outfitting 21Program

NAWC, Lakehurst implemented the New Con-struction Ships Outfitting program, which is man-aged by the Site Standup Branch. This programprovides the initial outfitting of material whilethe ship is under construction. The goal is to haveall support material in place and operational atthe time the ship is commissioned.

Procurement of Material and Services 21

Prior to a major realignment and the creation ofthe Acquisition Management Competency, pro-curement of Aircraft Launch and Recovery Equip-ment/Support Equipment was a fragmented pro-cess involving several organizations at NAWC,Lakehurst. Today, the Acquisition ManagementCompetency assumes responsibility for the en-tire process, and provides guidance for the pro-curement of material and services.

Training Execution and Personnel 22System

NAWC, Lakehurst’s Logistics Department de-veloped and implemented the Training Execu-tion and Personnel System, which can be used tostore, retrieve, and manipulate employee train-ing data. This user-friendly system requires littleor no training, and can be easily modified.

ISO-14001 Implementation 22

NAWC, Lakehurst has been designated by theDepartment of Defense as a participant in a two-year pilot program to determine if other govern-ment installations should be certified to ISO-14001. The Department of Defense selectedLakehurst because of its successful environmen-tal programs and recognized accomplishments.

Quality Assurance 23

NAWC, Lakehurst employs a Quality Assuranceprocess that integrates the quality group with themanufacturing department, and promotes ateaming approach to ensure product quality. Bysharing the responsibility for quality assurance,the quality group and the manufacturing depart-ment can detect problems early and find appli-cable solutions.

Strategic Planning 23

Recognizing that its future viability and successwill require dramatic and substantial changes,NAWC, Lakehurst has begun to implement aStrategic Planning process that will define andshape the future of the base. A full-time strategicplanning team of senior managers has been char-tered to characterize the changing environment,identify what needs to be done to respond to thisenvironment, recommend how to proceed, and thensustain transformation efforts over the long term.

Point of Contact

For further information on items in this report,please contact:

Mr. Paul WeissNaval Air Engineering Station, LakehurstMail Stop 150-2, Code 8.0Highway 547Lakehurst, New Jersey 08733Phone: (732) 323-4240Fax: (732) 323-7585E-mail: weisspm@lakehurst.navy.milwww.lakehurst.navy.mil

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Test

Cross Deck Pendants

High speed fly-in and recovery of fixed wing aircraftaboard an aircraft carrier is accomplished via anarresting engine. The connectivity between the air-craft and the arresting engine requires a speciallydesigned tailhook, attached to the aircraft frame, toengage one of several cross deck pendants (arrestingwires) on the aircraft carrier’s deck. Cross deckpendants must endure extreme stress during fly-ins,and withstand a highly corrosive environment of seawater and sulphur dioxide from the exhaust of shipsand aircraft. A failure of an arresting wire or itsattached fittings would produce a catastrophic acci-dent, resulting in the loss of a multi-million dollaraircraft (a certainty), the high risk of death or severeinjury to the pilot and crew (barring sufficient time fora proper escape), and the endangerment of sailors onthe deck of the aircraft carrier.

The Naval Air Warfare Center (NAWC), Lakehurstis the only facility in the world that manufactures andassembles cross deck pendants for the Navy. Thefollowing steps outline the quality assurance process:

Certification of Wire• 100% batch lot sampled and deadload tested• Eight-foot sample tensile tested to breaking point

for each reel• Data recorded and maintainedCertification of Die Material for Press• Material is best that industry has to offer,

carpenter 11, grade A• Milling performed on outside dimensions• Clamp blocks together to bore barrel• Heat treat• Magnetic particle inspect• Hand grind to finished dimensions• Magnetic particle inspect• When dies are changed in the process, another

eight-foot sample tensile test is performedCertification of Terminals• Manufacture from raw material 4130• Composite of raw material to ensure proper heat

code is analyzed by Materials Branch

• Dimensionally inspect terminals• At several places during the process, check

terminal hardness. Must be Rockwell C and 100%check on every cable

• Magnetic particle inspect entire terminal• Ultrasonic test eye hole and 100% checkCertification of Swaged Cable• Verify deadload and tensile test results of cable

reel to be utilized• For each reel utilized, another eight-foot sample

is manufactured and tested• Wire is cut and metal tags are placed on each wire

to mark the reel number and manufacturer• 10% of swaged assemblies from each reel are

proofloaded• Measure diameter of cable so inner dimension of

terminal has interference fit between 0.00 and0.016 inch

• Terminals are etched with hit number whichrecords operator, reel used, press used, and heatcode of terminal

• Cables are prepositioned and inspection hole ischecked

• Cables are swaged• Measurements of strand gap spacing checked• Magnetic particle inspect entire terminal• Ultrasonic test entire barrelTest Data• All data is reviewed, certified, logged, and then

shipped with the cableThese steps ensure that every cross deck pendant

manufactured at NAWC, Lakehurst is of the highestquality. Quality is imperative because the safetyfactor of the wire rope is limited to 1.14 of therequirements. Otherwise, the arresting wire’s masswould adversely affect the fatigue life of the aircraft.NAWC, Lakehurst’s skilled artisans have acquiredyears of experience in this quality assurance process,and no aircraft losses can be attributed to the failureof more than 95,000 cross deck pendants manufac-tured to date.

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Best Practices

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Production

Customized Tool Kit Program

NAWC, Lakehurst uses a Customized Tool Kitprogram to design and develop tool kits for the Depart-ment of Defense (DOD) and other government agen-cies. A core group of dedicated tool control and manu-facturing planning control, operating in modern fa-cilities, configures the kits to meet the specific needsof the Navy (e.g., aircraft weapon platforms, supportpersonnel), and ensures that world-class quality toolkits are delivered on time and at the right price.Various tool box and cabinet configurations are usedin designing the kits, which house specific sets ofmanually operated and/or automated tools. In addi-tion, the tools are selected based on the customer’srequirements and stored in designated areas insidethe kit through the use of slotted locators, shadow/silhouette techniques, and foam inlays. The custom-ized kits provide easy access to the proper tool, offerinstant site inventory, and allow quick detection ofmissing tools to minimize foreign object damage.

When the Navy first introduced customized toolkits, the concept was not immediately developed intoa core competency. Instead, various personnel per-formed the task as a collateral duty, no dedicatedassembly area was identified, and no strategic plan tomarket for additional work existed. In FY96, NAWC,Lakehurst’s Prototyping and Manufacturing Divi-sion (PMD) reviewed the Fleet’s needs, realized themarket potential, and developed resources offeringintegrated solutions for various support equipmentrequirements. PMD implemented the CustomizedTool Kit program to meet the specific needs of itscustomers. An Integrated Product Team, consistingof Engineering, Prototyping and Manufacturing, andSupply Department competencies, re-examined theexisting processes and procedures. Among the changesinitiated by the team were management and opera-tions systems to track job data using Excel; a Manu-facturing Planning Control System using Oracle; aprocurement request system; a computer controlledwater jet cutter; a Federal Logistics InformationSystem for procurement history and pricing data/availability; and CAD/CAM software for design andlayout. The program’s tool control facilities consist of2,500 square feet of dedicated space equipped withtable routers, band saws, a drill press, a finger brake,and a mechanical shear.

Documentation accompanies all tool kits, detailingthe contents and placement of each tool in the kit and

providing re-order information for replacement parts.The procurement request system eliminated the needto order individual tools by part number and, instead,uses a single order stock number assigned to eachspecific tool kit configuration. This improvementreduced procurement costs by thousands of dollarsannually. Tool quality improved by stocking the kitswith tools that comply with tool standards (e.g., Stan-dardization and Control Industrial Quality Tools; Ameri-can National Standards Institute; Aerospace). Smartworking relations with top-of-the-line commercial ven-dors also enhanced negotiations of prices, deliveries,and full commercial warranties of the tools procured.

The entire process, from Request for Quote (RFQ) toshipping, has been streamlined to optimize the use ofresources. Turnaround time for RFQs can be as littleas two days; small jobs can be delivered in 60 days.Today, the Customized Tool Kit program is a corecompetency, and FY98 workloads are projected toincrease by 35% over the previous year. PMD alsoenvisions an increase in the existing market byexpanding its customer base to other DOD servicesand federal agencies.

Fleet Emergencies and ContractorDefaults Process

NAWC, Lakehurst’s PMD developed and imple-mented a Fleet Emergencies and Contractor Defaultsprocess. This process enables PMD to provide animmediate response to Aircraft Launch and RecoveryEquipment (ALRE) emergencies and investigations,as well as emergency manufacturing of SupportEquipment (SE) due to supply system shortages orcontractor defaults. Previously, the Naval Fleet re-lied on non-government contractors for emergencymanufacturing support, resulting in long leadtimesfor product deliveries and reduced Fleet readinesscaused by contractor defaults (e.g., bankruptcy, misseddelivery schedules, unacceptable units).

Responding to Fleet Emergencies and ContractorDefaults involves the rapid turnaround of productsand services to the Fleet. PMD performs manufactur-ing modifications to malfunctioning equipment tocomply with Fleet requirements and/or meet saildates. This process relies on concurrent engineeringpractices, emergency budget authorization, depart-mental cooperation, emergency on-call personnel,and a manufacturing planning and control systemcapable of developing emergency project estimating.Concurrent engineering is handled by IntegratedProgram Teams composed of members from various

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on-site departments (e.g., PMD, In-Service, Design,Test). The use of these teams and their relationshipamong various NAWC divisions enables PMD to bethe first source for Fleet Emergencies and ContractorDefaults, and a key ingredient for successful Fleetsupport.

The Fleet Emergencies process starts when theFleet contacts NAWC, Lakehurst to report a problemor an emergency situation. NAWC, Lakehurst per-sonnel (e.g., in-service engineering support; test andmanufacturing engineers; technicians; mechanics)investigate the situation at the problem site andassess possible solutions using the Lakehurst facili-ties. Discrepant or malfunctioning components maybe shipped directly to Lakehurst where formal engi-neering investigations are initiated. If the emergencyrequires a new component, a redesign, and/or imme-diate repair, then the engineering, design, and manu-facturing team personnel work together to achievethis goal. New or repaired items are installed andtested at NAWC, Lakehurst’s test sites to verify form,fit, function, and performance. This step ensures thefinal products will meet or exceed the Fleet require-ments, and facilitates shipboard installation. Thecomponents are then dispatched to the problem site,where the installation/modification is performed.

In the case of a Contractor Default, PMD brings allmaterials and assets in-house for full inspection.After inspecting the components, PMD determinesthe work required to complete manufacture. If rede-sign and/or process improvements are required, thena formal engineering investigation is performed andNAWC, Lakehurst personnel work together to de-velop and manufacture the components. After com-pleting the repair and/or manufacturing effort, thecomponents are dispatched to the ship for installationand/or to the Navy Supply System Agency.

Operating as the core team, PMD’s well-trained,experienced staff provides immediate response andservice during emergencies and default situations.The core team is usually on the scene within 24 hoursafter notification, and can perform analyses and/orcut material within an hour after assessment. Inaddition, no contract leadtime is required. NAWC,Lakehurst has funding and capabilities in place tosupport Fleet requirements or emergencies immedi-ately. A typical example is the Forward GroundHandling Equipment situation. The Fleet required 12units to be delivered within 30 days. The contractorestimated a delivery time of six months at a cost of$18,000 per unit. PMD reviewed the design anddetermined that the drawing package was incom-plete. After generating a revised drawing package,

PMD fabricated and delivered the 12 units within 30days at a cost of $6,700 per unit, a savings of morethan 62%.

Geographic Information System

The Geographic Information System (GIS) corre-lates the features on an electronic digital map toentries in a relational database. This smart map canquery information for reporting and analysis. Al-though the initial setup required a large investmentof time to collect and input the data, GIS has becomean indispensable tool at NAWC, Lakehurst for envi-ronmental cleanup.

NAWC, Lakehurst occupies 7,412 acres of the NewJersey Pinelands. Like many government facilities,NAWC, Lakehurst supported different missions overthe years, and accumulated large quantities of pollut-ants, wastes, and hazardous materials. Previoustracking and recording methods relied on manualgeneration of maps and procedures which, at best,were decentralized, labor intensive, and only as goodas the technology afforded at the time. In addition, theenvironmental disposal practices of the past are nolonger acceptable today.

In 1993, NAWC, Lakehurst’s Environmental Groupwas chosen by the Chief of Naval Operations todemonstrate GIS applications for environmentalcleanup. The GIS system, known as the EnvironmentalEngineering Information System (ENVEIS), uses com-binations of digital mapping and a relational databasewith information about the base (Figure 2-1). Thisdigital map, similar to a site plan produced inAutoCAD, is a graphic file containing various layerscorresponding to buildings, roads, utilities, and otherfeatures. Within an area, points and lines portraythese features in a true coordinate system. Therelational database, produced via Oracle, is similar toa list of information with columns indicating differentfields (e.g., building name, year built, number ofoccupants). The advantage of ENVEIS over CADdrawings is that the database is linked to the draw-ings. Information can be retrieved via queries thatreference the map and list together, and almost alldata can be defined as a geographical relationship.

ENVEIS has contributed to NAWC, Lakehurst’sreputation as a leader in the site’s remediation pro-cess. This system enables NAWC, Lakehurst toaccumulate and manage large volumes of text data;use DOS-based predictive models to show time andactivity scenarios; and collect a wider variety of datasuch as soils, topography, wetlands, rare species,flood plains, and test sampling information. Maps and

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data which took days/weeks to retrieve can now beaccessed in seconds. The system reduced costs forchoosing well sites that best supported groundwatercleanup, and gained regulatory and public approvalfor natural attenuation, saving millions of dollars.ENVEIS’ success in aiding environmental cleanuphas created a growing interest throughout the base.The Public Works Department uses ENVEIS to maputility systems (e.g., water lines, sewer locations). Inaddition, ENVEIS is available basewide on the LANso other departments can extract data via their owndesktops. This system would easily be transferable toother government bases and industrial sites to aid inenvironmental cleanups.

Manufacturing Planning Control System

As a result of major cost and scheduling issues (e.g.,late delivery on central charging panels) which al-most hindered the building of CVN-72, the Engineer-ing Directorate mandated that a team review theproblem. The team identified the lack of an auto-mated, computerized, central processing system forjob tracking as the primary reason for delays. Thisshortcoming contributed to missed delivery dates,mishandled job priorities, difficulty in financial sta-tus tracking, and inaccurate capacity surveys. Theteam also conducted an off-the-shelf study to locate areadily available system which could support a diver-sity of products and priorities. They found a systemarchitecture and application being used by the AirForce in a MANTECH initiative, which could beassumed at no cost to NAWC, Lakehurst. Aftercustomizing it to the base’s needs, PMD implementedthe Manufacturing Planning Control System (MPCS)in 1991.

MPCS is an Oracle-based software tool which runson an Alpha 2100 server. PMD uses this system toinitiate, track, and verify any specific job from cus-tomer inquiry to delivery. MPCS handles all aspectsof manufacturing resource planning such as quotingand estimating; order processing; bill of materials;process planning; work release; production control;quality control; and shop floor data. MPCS alsointerfaces directly with the Standard Labor DataCollection and Distributed Application System; NAWC,Lakehurst’s Time and Attendance System; and sev-eral other software systems required for materialacquisition, warehousing, and staging.

With the success of MPCS, this system is nowserving more than 150 users including project man-agers, branch heads, production controllers, shopsupervisors, schedulers, and administrators. Ben-efits include project/part visibility, single data pointentry, fully integrated system, real-time status, ca-pacity forecasting, and the ability to support allmanufacturing elements. The system is providingimportant information to a variety of activities, en-suring the successful support of the Fleet.

National Priorities List Program

Like other government facilities, NAWC, Lakehurstsupported different missions over the years, andaccumulated a variety of environmental problems. In1987, NAWC, Lakehurst was placed on the Environ-mental Protection Agency’s National Priorities List(NPL) as a facility with serious environmental issues.Faced with these challenges as well as strict environ-mental regulations, NAWC, Lakehurst’s Environ-mental Branch implemented the NPL program.

Figure 2-1. Digital Mapping with Database Information

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Operating out of the Public Works Department, theEnvironmental Branch consists of nine engineers andone manager — each a Registered EnvironmentalManager. Each engineer has total responsibility forone or more programs; determines the proper blend ofindividual responsibility and teamwork; and man-ages contracts by providing directions to consultantsand construction contractors as required. In addition,the engineers can write construction; operations andmaintenance; and/or architectural and engineeringservice contracts. Through the EnvironmentalBranch’s efforts, NAWC, Lakehurst accomplishedthe following:

• Received teamwide training in groundwatermodeling (e.g., 3-D subsurface modeling,geostatistical interpretation and visualization,program interfaces) which expanded the team’songoing modeling and subsequent decision-making efforts.

• Met all Federal Facilities Agreement scheduledeadlines. In May 1997, final Records of Decisionwere signed for three areas of groundwatercontamination, with one scheduled for May 1999.In-house contaminant transport modeling is nowthe focus of efforts to accurately predictgroundwater treatment completion times.

• Optimized soil and groundwater treatmentfacilities through in-situ treatment and naturalrestoration. NAWC, Lakehurst uses groundwatersparging and spraying to further reducedependency on groundwater pump and treattechnology.

• Reduced operational sampling costs throughnegotiations with regulators (a savings of $150,000per year).

• Created a groundwater model of the base’s 80-acre wetlands, which revealed (1) remediation bytraditional pumping and treat technology wouldfurther damage the area, and (2) naturalrestoration methods would be the best alternative.Cost avoidance savings for construction,operations, and maintenance is expected to bemore than $40 million.

• Developed solar powered groundwater treatment.Although currently in the experimental stage,this method is expected to be fully implemented in1999. Solar panels are used to power pilot-scaleair sparge wells and spray irrigation systems.

• Placed environmental data on NAWC, Lakehurst’swebsite. Accessible by the public, this websiteincludes information on the base’s environmentalprojects, current status, and schedules for publicmeetings.

These accomplishments reflect the EnvironmentalBranch’s teamwork and expertise in solving problems.The Branch’s efforts (e.g., in-house developments, ag-gressive community awareness program, state-of-the-art computer groundwater modeling) enabledNAWC, Lakehurst to gain the trust and support ofthe environmental regulators as well as the public.The NPL program, designated best in the Navy forFY97, is playing an important role in NAWC,Lakehurst’s efforts to have the base removed from theNPL. Only 11 of 45 sites require further action, andall have remedial processes in place. The delistingprocess is scheduled to begin in May 1999.

Recycling Program

Prior to 1997, material disposal and recycling atPMD involved four different departments to docu-ment, handle, stage, transport, store, and sell thematerial. Each type of material was segregated andstored separately. Every disposal action required adisposal form and was treated as a separate transac-tion. Length had a limitation of six feet, so all crossdeck pendant cables needed to be cut to size. This nine-step process for cables took several weeks, increasedproduct cost through non-value added work, andinvolved six people to prepare the material for finaldisposition. In addition, the multiplicity of dumpsters,bins, and containers for every shop as well as therecycling yard created many logistic and housekeep-ing problems.

Recognizing the need for a less costly and moreefficient method, PMD investigated the separate recy-cling operations managed by Morale, Welfare, andRecreation (MWR), an on-site organization. MWRcollected glass bottles, aluminum cans, paper, andother recyclable materials, and sold them for profit.This action was allowed under guidance instructions,issued by the Chief of Naval Operations, which em-powered the field activities to participate in the directsales of recyclables. After several meetings, an agree-ment was reached between PMD and MWR. MWRwould pick up, transport, and recycle all the scrapsteel and aluminum generated by PMD. This Recy-cling program decreased PMD’s operating costs bymore than $28,000, reduced the number of dumpstersfrom 12 to five, and significantly improved disposalturnaround time — especially for cross deck pendantcables, which can now be prepared for final disposal intwo simple steps.

The majority of recycling conducted at NAWC,Lakehurst is performed under the MWR Recycling

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program. However, the Public Works Department,which is responsible for ensuring the base’s compli-ance with all environmental laws, handles all otherwastes according to appropriate cleanup and disposalprocedures. Throughout NAWC, Lakehurst, a sig-nificant amount of unused acreage is covered bydegrading asphalt and concrete. The Public WorksDepartment initiated a program to systematicallytear up the asphalt and concrete, and recycle thematerial. Once the degrading asphalt and concrete isremoved, the Public Works Department plants wild-flowers in this newly-exposed earth, eliminating lawnmaintenance costs and allowing the area to return toits natural state.

All funds generated from the basewide Recyclingprogram are used to beautify the base and supportother MWR programs. MWR recycled 300 tons ofmaterials and achieved $6,000 in revenue for FY96,and 745 tons of materials and $34,423 in revenue forFY97. NAWC, Lakehurst also realized a saving of$81,358 in landfill cost avoidance for FY97.

Facilities

Carrier Operations Analysis

NAWC, Lakehurst’s Carrier Analysis Laboratoryis a unique research facility that develops, analyzes,evaluates, documents, and archives data associated

with the satisfactory operations of naval aircraft onsurface ships. This secure, 3,300 square-foot labora-tory simulates the layout of actual ships, aircraft,weapons and other support equipment (Figure 2-2),and provides shipboard aircraft operations problem-solving support to the Fleet. Using large layoutboards, overhead cameras, scaled (1/96th) ship plansand aircraft templates, networked computers, andextensive CAD files, the laboratory offers solutionsand/or alternatives to operational problems createdby a new airwing composition, an inexperiencedaircraft handling crew, a task force, or other changesthat impact the operations of a ship.

Fleet personnel initiate the Carrier OperationsAnalysis process by sending a message to NAWC,Lakehurst with a proposed visit date and a descrip-tion of the desired support. Once the visit is approved,preparatory research is initiated by NAWC, Lakehurstincluding setting up the layout board to show theflight deck, hangar bay, and air wing arrangement ofthe visitor’s ship. The visitors (e.g., aircraft handlingteam, ordnance handlers, maintenance personnel)meet with NAWC, Lakehurst personnel in the Car-rier Analysis Room. Solutions are proposed, evalu-ated, and discussed by the participants. The overallprocess involves drawing reviews; computer modelgeneration and animation; overhead digital photogra-phy of various template board layouts; and successfulsolutions used by sister ships. Once the participants

Figure 2-2. Overhead View of a First Go

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agree on an acceptable solution, NAWC, Lakehurstassembles a complete technical package for the Fleetpersonnel which details the results, including a set ofdigital photographs and computer prints document-ing the evolution; a transcript of the required se-quence of aircraft movements; and spreadsheets quan-tifying the proposed ship layout.

NAWC, Lakehurst estimates a cost savings of 99.2manhours and $3,840 per study for its Carrier Opera-tions Analysis process. The turnaround time for astudy is one-and-a-half days, compared with threedays using the previous method (e.g., 35-mm camerashoots, outside laboratory for film processing, cut andtape method for documenting, delivery to ship). Futureplans consist of continuous upgrading of the computersystem, photography acquisition, peripheral equip-ment, application software, and direct technologytransfer to on-board Fleet operators.

Logistics

Acquisition Logistics Support Plan

In the past, NAWC, Lakehurst manually typed,copied, and processed its Acquisition Logistics Sup-port Plans (ALSPs), which added time and cost to thefinished product. Each plan was arranged in a para-graph format, followed military specification instruc-tions, and included volumes of redundant informa-tion. Searching these documents for particulars wasvery time consuming, and required extra reading andresearch by the user.

Wanting to reduce development costs and improvethe readability of these documents, NAWC, Lakehurstturned to its in-house experts, and developed a PC-based ALSP program using Microsoft Access. Thisuser-friendly program operates with drop down menus,and eliminates the need for extensive computer train-ing. In addition, the program covers all possiblesupport scenarios for developing a comprehensiveplan, and enables the plans to be produced withconsistent quality. Taking advantage of computer-generated plans, the ALSP program generates onlyrelevant information in an easily understood formatand language.

The ALSP program produces easy-to-read, fact onlydocuments which cover all ALSP requirements. Sinceimplementing this program, NAWC, Lakehurst re-duced the development time by 60%, and improvedthe product quality by 50%.

Management

Defense Standardization Program

A major element of acquisition management by themilitary services is the process of developing andagreeing on uniform engineering criteria for prod-ucts, processes, practices, and methods. DOD accom-plishes this task through its Defense StandardizationProgram (DSP). NAWC, Lakehurst participates inand supports DSP to provide for configuration man-agement, logistics, maintenance, and reprocurementof existing platforms, systems, and equipment, and todevelop world-class standards in partnership withindustry for future acquisition requirements. NAWC,Lakehurst’s involvement includes serving as a leadstandardization activity; preparing and maintainingthe standards documents; reviewing and using thestandards documents; and acting as a military coor-dinating activity. Currently, NAWC, Lakehurst isactively involved with nearly 15,000 military stan-dards, specifications, handbooks, and other stan-dards documents — either as a preparing activity, acustodian, or a reviewer.

The DOD acquisition reform policies have trans-ferred much of the work for maintaining and convert-ing military standards and specifications from thegovernment to various industry standards develop-ment organizations. There is, however, a continuingrequirement for management, oversight, and techni-cal support. NAWC, Lakehurst is directly responsiblefor the technical management of all specifications,standards, and handbooks used in the acquisition orreprocurement of Navy aircraft parts, systems, andequipment for which the Naval Air Systems Com-mand (NAVAIR) is the preparing activity. Mainte-nance of these documents includes revisions, amend-ments, inactivations, periodic five-year reviews, andissuance. Technical support involves helping con-tracting agencies, suppliers, and Fleet personnelhandle issues like technical changes, contractualinterpretations, technical data research, and envi-ronmental alternatives. Most technical service re-quests are handled by telephone or e-mail. NAWC,Lakehurst also supports the NAVAIR technical com-munity in the development, maintenance, and con-version of military specifications to non-governmentstandards which affect naval aviation systems designand acquisition. Currently, seven NAWC, Lakehurststandardization engineers are registered as partici-

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pants with one or more of the followingstandards development organizations:AIA, ASTM, AWS, EIA, IEEE, ISO,and SAE. NAWC, Lakehurst is alsodesignated as the NAVAIR subject mat-ter expert for international standard-ization and interoperability, and pro-vides members for international stan-dardization committees.

NAWC, Lakehurst is responsible forthe administration, maintenance, andcustomer support of several automatedtools (e.g., ASSIST, PROTRACK) usedin managing DSP within NAVAIR.ASSIST is the overall DSP managementinformation system, and PROTRACK isNAVAIR’s internal document mainte-nance process tracking system.

In recent years, acquisition reforminitiatives have worked to eliminatemilitary specifications and standardsfor new acquisitions, and to replacethem with performance requirementsdeveloped in partnership with non-gov-ernment standards organizations andindustry. Figure 2-3 shows the currentstatus of the NAVAIR standardizationimprovement program. Figure 2-4shows the timeline for converting mili-tary standards to performance require-ments. It is important to note that thewholesale cancellation or conversion ofspecifications which define parts andmaterials used in aircraft worldwide isnot beneficial. These types of specifica-tions are not cost drivers or militaryunique requirements. Instead, they con-stitute essential engineering informa-tion that defines as much as one thirdof the parts used on most of the aircraftbuilt throughout the world. In essence,these military specifications have be-come de facto commercial and interna-tional specifications. In response to theprospective cancellation by DOD ofmany of these critical documents, AIAestablished an Early Warning Project

Figure 2-3. Standardization Improvement Program Status

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Group of which NAWC, Lakehurst is a member. Thisgroup identifies specifications such as this, and worksto have them “reissued” as word-for-word conversionsto commercial standards.

NAWC, Lakehurst is also involved in the develop-ment of a process to have an independent third party

certify the Qualified Products Lists that are includedin standards developed by recognized standards devel-opment organizations. This process will provide sub-stantial savings to the government and industry byreducing the costs associated with qualifying parts.

Figure 2-4. Standardization Improvement Program Timeline

Design

Engineering Data Management System

Prior to June 1998, NAWC, Lakehurst used anengineering data management method which reliedon hardcopy master files. These files took up spaceand were susceptible to damage whenever a changewas made. Although the drawings were scanned intoa computerized system using Computer Aided Filingfor Engineering Drawings (CAFED), users could onlyaccess them through dumb terminals, whose avail-ability needed to be coordinated and scheduled. Con-figuration management procedures lacked clear revi-sion control, and CAFED would not recognize anyother information except the drawing number. Thedrawing approval cycle took two to five days, andconsisted of routing the hardcopy master file to vari-ous authorities for signature, scanning it back intoCAFED, and then comparing it to the hardcopymaster drawing for verification. Transferring a draw-ing into the Joint Engineering Data ManufacturingInformation Control System (JEDMICS) required sixto 12 weeks. Here, the processcalled for photographing thehardcopy master file; creatingaperture cards; generating anindex data report from CAFED;mailing the information to theJEDMICS repository center;scanning it into JEDMICS; andkeying-in the index data. Onlythen could the drawing be ac-cessed through JEDMICS byother users.

NAWC, Lakehurst’s Engi-neering Data Managementgroup wanted to establish anintegrated data system thattightly incorporated all techni-cal competencies and activities,and an infrastructure whichfostered process improvement,business partnerships, and in-formation sharing. Using an

integrated desktop approach for easy accessibility,the group developed the Engineering Data Manage-ment System (EDMS). This system is electronicallyconnected to all necessary interfaces so data can betransferred quickly. EDMS operates as a single pointof entry for all official engineering data and is acces-sible via the Internet. Activities like work breakdownstructure, access rights, and responsibilities can beidentified within the system to maintain control.Drawings are searchable via drawing number, projectnumber, activity code, or other pertinent data. Re-lated information is now tied to the drawing andavailable for review by the user. Electronic signa-tures, improved workflow, elimination of duplicates,and faster transfers have decreased the drawingapproval cycle (Figure 3-1) to just a few minutes.JEDMICS can be updated the same day via electronictransfers.

NAWC, Lakehurst relies on EDMS for rapid access,accurate configuration control, and unlimited stor-age. Since implementing EDMS, Lakehurst signifi-cantly improved the efficiency and quality of itsengineering data management functions.

S e c t i o n 3

Information

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Figure 3-1. Approval Process

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Producibility Engineering Process

After a late delivery of government furnished equip-ment (GFE) jeopardized the production schedule forthe CVN-72 and CVN-73 aircraft carriers, NAWC,Lakehurst examined its producibility engineeringprocess. NAWC, Lakehurst identified drawing prob-lems with the GFE documentation as the primaryreason for delays. A complete drawing review wasperformed which pointed to the need for manufacturinginput during the product design phase. In response,NAWC, Lakehurst developed a process and an organi-zation that would handle producibility engineeringservices using a concurrent engineering approach.

Modeled after MIL-HDBK-727, the ProducibilityEngineering process uses a checklist approach toreview producibility issues. The process looks atgeneral aspects of design; specifications and stan-dards used; drawings; inspection and test; materials;manufacturing processes; joining methods; coatingmaterials and methods; and heat treating. TheProducibility Engineering organization participatesearly on in the design phase to provide producibilitycriteria and conduct a producibility analysis. In addi-tion, the organization develops manufacturing strat-egies; prepares cost estimates; performs risk analy-sis; evaluates availability of critical materials/pro-cesses; reviews component leadtimes and availablesubstitutes; determines the need for limited produc-tion; and conducts production readiness reviews.

Issues maximized by the Producibility Engineeringorganization include the simplicity of the design;number of potential suppliers; process repeatabilityand predictability; ease and speed of assembly; andthe use of standard parts, proven technology, eco-nomical materials, and CAD/CAM capabilities. Is-sues minimized by the organization include procure-ment leadtimes; special production tooling and testsystems; skill levels required to manufacture theproduct; design changes during production; removalof excess material; specification of unrealistic toler-ances; and the use of critical materials and processes,unit costs, limited capability items and processes, andproprietary items. NAWC, Lakehurst’s mainstreamedprocess now looks at producibility early on in thedesign phase to prevent unwanted occurrences fromhappening later in the production cycle.

Requirements Analysis Procedure

In the past, no documented ALRE/SE requirementsprocess or tools existed at NAWC, Lakehurst. Otherobstacles were a lack of configuration management,

no clear set of requirements/baselines, and underutilized equipment. In 1993, NAWC, Lakehurst’sSystems Engineering Department began designing arequirements analysis procedure that could developand validate ALRE/SE requirements. These require-ments establish the baseline for developing a func-tional system which can operate effectively and meetits mission. Fully implemented in 1997, the ALRE/SERequirements Analysis procedure was designed tooptimize Fleet requirements, benchmark solutionperformance, identify prospective solutions, improveequipment performance, develop clear test and evalu-ation metrics, and measure affordable readiness.

The ALRE/SE Requirements Analysis procedurealso ties into ensuing processes such as trade studies,technical performance reviews, Test and EvaluationMaster Plan (TEMP) preparation, functional analy-ses, and specification development. As the foundationof any new program, requirements definition providesthe fundamental knowledge for engineering design,development, and manufacture. Regarding ALRE/SE, requirements analysis serves as the bridge be-tween customer requirements and deriving require-ments from which solutions can be generated. Fleetneeds, objectives, and requirements are analyzed inthe context of Fleet missions, utilization environ-ments, and required system capabilities. Require-ments analysis is initiated by validating and verify-ing the mission and the operational needs. This effortresults in the determination of functional and perfor-mance requirements for each primary function of thesystem.

The ALRE/SE Requirements Analysis procedureconsists of nine steps: task agreement (customer);system engineer coordination (supplier); generationand validation of mission/operational needs; missionneed analysis; operational requirements analysis;requirements trade-off analyses; preparation of op-erational requirements document/report; systemsrequirement review; and output. The output of thisprocess supports the following: TEMP preparation,functional analysis, functional baseline specification,and allocated baseline specification.

Complex/mission critical systems require a struc-tured systems engineering approach to requirementsdefinition. Requirements analysis is complex, andrequires strong leadership and good analytical skillsin many disciplines including field experience. TheALRE/SE Requirements Analysis procedure enablesNAWC, Lakehurst to make better decisions, deter-mine the requirements of a product, and maintain thetraceability of requirements.

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Software Design Process

In the past, quality software development at NAWC,Lakehurst was hindered by weak software baselines,poor configuration management, minimal qualitychecks, moving/changing requirements, and no clearallocation of undefined resources. To remain competi-tive, NAWC, Lakehurst’s Automatic Test Equipment(ATE) Software Center needed to alter its philosophyand operate the facility more like private industry.The Center wanted to develop better software prod-ucts, reduce project costs, improve organization, andmeet/exceed industry compliance through the use ofthe Software Engineering Institute’s (SEI’s) Capabil-ity Maturity Model (CMM). As a result, the ATESoftware Center developed and implemented the Soft-ware Design process.

The ATE Software Center supports various aircraftsystems’ ATE software development and supportprojects, including the versatile avionics shop tester,hybrid test station, computerized automated tester,radar communication tester, and consolidated auto-mated support system. The Software Design processestablishes a more structured setting via policies,plans, procedures, and software reviews. The processalso uses SEI’s CMM, MIL-STD-498 guidance, de-fined documentation, configuration management,quality assurance, and metric analysis. The ATESoftware Center has received Level 2 SEI CMMcertification (October 1998) which covers six keyprocess areas (KPAs): requirements management,project planning, project tracking and oversight,configuration management, quality assurance, andsubcontractor management. MIL-STD-498deliverables and data item descriptions are linked tothe Level 2 KPAs as defined procedures. As a part ofthe overall process, the ATE Software Center gener-ated a Software Development Plan (SDP) which de-scribes a developer’s plan for conducting a softwaredevelopment effort. The SDP provides insight, organi-zation, monitoring tools, software development pro-cesses and methods, approaches for each activity,project schedules, and resources.

Since implementing the Software Design process,the ATE Software Center realized many benefits.These include established guidance and standardiza-tion for software development on all projects; a defini-tion of metrics (e.g., lines of code, deviations, comple-tion times); increased communication; improvedmorale and working environments; a streamlinedorganization with better utilization of resources; andincreased capability to handle larger, more complexprograms with the same size workforce.

Test

Aircraft Launch and RecoveryEquipment Certification

NAWC, Lakehurst is responsible for certifying theinstallation and subsequent operational performanceof all shipboard and shorebased ALRE. ALRE certifi-cation is required of all new installations as well asany equipment which undergoes significant modifica-tion or repairs. In addition, the Type Commander,who is responsible for providing safe, reliable, andready ships to the operational warfighting Fleet Com-mander, can also request a certification/recertifica-tion on equipment. In the past, major modifications orrepairs were only done on ALRE during the time-phased, regular overhaul cycle (six- to eight-yearintervals) of aircraft carriers. Today, the focus ofaircraft maintenance has shifted to a condition-basedmaintenance methodology — shorter but more fre-quent intervals.

A significant cost factor in certifying steam cata-pults is the deadload launch requirement. NAWC,Lakehurst tests the entire launch cycle by using aproperly weighted deadload to replicate a fully-loadedaircraft. The deadloads, which float, are launchedfrom the ship’s catapult system. After launch,deadloads are recovered in an extremely manpower-intensive procedure, which requires salvage person-nel for locating the deadload; riggers for lifting; hookup and retrieval to the flight deck; and shipyardpersonnel to drain and reballast for the next test. TheCoast Guard or local Harbor Police are used toestablish and enforce a keep-out, safety zone duringthe test.

By strategically placing appropriate sensors on theprimary catapult machinery and valves, NAWC,Lakehurst has developed a computer program whichcan simulate a deadload launch. Except for initialinstallation situations (used to establish baselinedata), this method eliminates the deadload require-ment for steam catapult certification. In addition, thecomputer simulation can monitor the performance ofall ALRE, and establish a database for measuringdegradation which enables NAWC, Lakehurst to pre-dict failures and take appropriate preventive measures.

The savings are significant as the simulation pre-cludes replacing or overhauling equipment or partson a periodic basis. NAWC, Lakehurst can focusscarce resources on degraded parts or equipment viaa condition based maintenance methodology. By elimi-nating the deadload launch requirement (except forinitial installation situations), NAWC, Lakehurst

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achieved a 50% or better manpower reduction whichtranslates into significant dollar savings.

Aviation Engine Test System

NAWC, Lakehurst uses an Aviation Engine TestSystem (AETS) to detect incremental degradations inaircraft engine performance prior to catastrophicfailure, and to certify acceptable performance of allaircraft engine types prior to installation in aircraft.This effort involves a test facility correlation, and thesubsequent certification by NAWC, Lakehurst. Dur-ing a test facility correlation, two or more facilities(one being the reference facility) determine the perfor-mance parameters of a common engine, and comparethe results to the baseline performance of that engine.A proper correlation will provide an accurate assess-ment of the engine.

NAWC, Lakehurst personnel use test correlation toidentify variables that impact engine performanceand to note performance trends which indicate degra-dations in engine performance prior to catastrophicfailure. After assessment, one or more of the followingactions may occur:

• Reject engines that fail minimum performancecriteria

• Predict and schedule maintenance actions priorto costly failures

• Identify and correct flight safety issues• Identify and correct environmental issues (e.g.,

air and noise pollution problems)To achieve the maximum benefits from AETS, all

deviations from the established reference facility mustbe properly identified, assessed for impact, and ad-justed. Test correlation should be done for the follow-ing situations: after any airflow path modificationand/or new construction/AETS installations; intro-duction of a new engine type/model/series; relocationof AETS equipment; performance baselining; and siteengineering investigations.

NAWC, Lakehurst’s AETS lowers engine mainte-nance costs, improves flight safety, and increasesengine performance and engine longevity. In addi-tion, AETS provides the following benefits to thecustomer:

• Test facility configuration and geometryassessment for proper engine testing

• Significant changes to the test cell or engineduring correlation and the rationale for same

• Engine performance data and the calculationsused

• Graphs of engine performance data versus baselinedata

• Results of test facility airflow survey• A complete list of all deficiencies with

recommendations for correction

Data Acquisition Receive and TransmitSystem

The Data Acquisition Receive and Transmit (DART)system is the primary means of collecting dynamicevent data at the NAWC, Lakehurst test sites and onshipboard projects. DART developed as an evolution-ary system by the progressive application of improve-ments in data processing and instrumentation sincethe late 1970s. Over several generations of improve-ments, DART progressed from a mainframe-basedsystem to a PC-based system capable of processing upto 64 channels with sample rates up to 5,000 samples/second/channel. The improvements were needed toproduce repeatable data reduction in near real time;provide portable data recording; reduce acquisitioncosts; automate on-site post processing and analysis;provide improved data management; and reduce op-erational overhead.

New monitoring capabilities enabled improvementsin data acquisition. Features were built into thesystem design to address the monitoring of param-eters during setup and checkout as well as theviewing of recorded parameters. Previously, this typeof checkout could not be done effectively, and wasusually delayed until the data processing phase.Problems discovered during this phase often requiredrework and rerunning of the test. The operator’sconfidence has been raised considerably by the ease ofuse, repeatability, and presentation of useful informa-tion for troubleshooting. Customers are benefittingfrom more reliable data. LAN connectivity for allNAWC, Lakehurst test sites is providing rapid accessto recorded data for all users.

Capabilities of the current system include dataacquisition, post processing and validation, analysis,and archiving. Typical equipment which can bebrought to the test site include a data acquisitionworkstation, an analysis workstation, sensors andsignal conditioning equipment, and digital communi-cation equipment (modems). The DART software wasdeveloped in-house using and incorporating numer-ous commercial applications. By utilizing commer-cial standards where possible and commercial soft-ware where appropriate, NAWC, Lakehurst has been

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able to control in-house software development andincorporate new technology trends quickly.

The DART system can perform test data acquisition,processing, and analysis with fewer people while reduc-ing costs and improving reliability. Utilization of com-mon hardware and software platforms provide a multi-role asset that better meets the customer’s needs.

Test Site Equipment Certification

The Test Site Equipment Certification for aircrafttests provides the framework for modifying the testsite configuration, installing the test site unique dataretrieval devices, and ensuring that the site is readyfor conducting tests with aircraft. The certificationprocess enables the Navy to conduct shore-based testingand component checkout safely, economically, and withthe highest degree of reliability before using thesesystems and components on aircraft carriers at sea.

NAWC, Lakehurst’s Catapult Complex consists oftwo aircraft carrier type steam catapults and a highpressure steam plant. Both catapults can launchaircraft or deadloads weighing up to 100,000 pounds,and can accelerate either up to 185 knots undernormal conditions or higher for special tests. Thecatapults are extensively instrumented to allow engi-neers to gather data on catapult performance. Testingand design verification using actual aircraft is ex-tremely expensive, but necessary to ensure the ut-most reliability of new or modified catapult systemsprior to installation in the Fleet. Uncertainty of testsite configuration of equipment and/or instrumenta-tion could lead to the need to reconfigure the test siteand retesting. Besides possible safety issues, ques-tionable test data, and schedule delays, downtimebecomes extremely costly due to idle aircraft, equip-ment, and support resources while the test site isbrought up to the correct configuration.

NAWC, Lakehurst uses a high level certificationand documentation process to ensure proper test siteequipment configuration. At all times, the site con-figuration baseline is known. Only authorized changescan be made to the baseline which are tracked througha formal checkout procedure to ensure they aredocumented in the new baseline. The test site can onlybe used for aircraft tests upon completion of theCertification of Equipment Readiness.

The Test Site Equipment Certification process elimi-nates the uncertainty of test site configurations. Theprocess also avoids high costs by reducing the occur-rence of lost test time and idle aircraft.

Production

Parts Control Program

The Navy’s Parts Control program is a coordinatedeffort between prime contractors and procuring ac-tivities to promote and optimize the use of standardparts; minimize the use of company unique andpeculiar parts; and prevent the use of parts with built-in failure mechanisms. The program is the result ofDOD directives issued in the 1980s and early 1990s,which established and required the use of a manda-tory parts control program to increase competitivebidding and hold down the prices for spare partsprocured by the Services. MIL-STD-965 was the DODstandard that established and detailed parts controlprogram requirements for use on newly designed and/or modified equipment.

In recent years, acquisition reform initiatives haveintroduced changes to the program including theaddition of performance requirements, which addresslife cycle considerations (e.g., standardization, obso-lescence, diminishing manufacturing sources, partreliability, quality) and are tailored in the statementof work to meet goals and objectives of differentapplications and acquisitions. Other changes includesingle process initiatives and contractor logisticssupport. The Navy and other Services have adoptedan approach of working in partnership with industry.MIL-STD-965 was revised in 1997 into a performancebased document (MIL-HANDBOOK-965) which shiftsthe emphasis of the program from piece part oversightto process insight. Under the new joint contractor/government approach, contractors are required todetail their comprehensive approach to parts controlin either a parts control plan or via their response tothe Request for Proposal. The overall objective of theparts control plan is to keep life cycle costs down asmuch as possible.

NAWC, Lakehurst’s role is to provide insight intothe process for the Navy and to team with thecontractor to ensure program objectives and goals areachieved by highlighting parts and issues that presenta risk to the successful execution of the program.Management responsibilities include developing per-formance based Statement of Work requirements;negotiating single process initiatives with contrac-tors for block change proposals; establishing partsmanagement program requirements and procedures;and conducting technical interchange and parts con-trol program reviews. The base also provides techni-

20

cal expertise for parts selection, technical issues, partquality, life-cycle considerations, and other technicalareas. NAWC, Lakehurst serves as a member of theParts Standardization and Management Committee(PSMC), a joint industry and government workinggroup that provides a forum for promoting effectiveparts management and standardization through com-monality of parts and processes. PSMC promoteseffective parts management through information,idea, and concept sharing between government andindustry organizations.

Under the acquisition reform based approach toparts management, NAWC, Lakehurst established16 performance based parts management programs,established and implemented 12 parts managementintegrated product teams (IPTs), and established amulti-program parts management IPT with Boeing(St. Louis, Missouri). Other benefits include reduceddesign documentation, reduced contractor part test-ing and qualification, and increased maintainabilityand supportability of Fleet systems.

Facilities

Integrated Sustained MaintenancePlanning Process

NAWC, Lakehurst developed and implemented anIntegrated Sustained Maintenance Planning Process(ISMPP) to help reduce the operations and supportexpenditures of ALRE/SE. Prior to ISMPP, NAWC,Lakehurst had no process to evaluate the actualrequirements for maintaining this equipment. Op-erations and support costs consumed 80% of ALRE’sbudget and 60% of SE’s budget, leaving little fundingfor upgrades to keep up with the rapid advancementsin technology. Continued budget reductions com-pounded this problem even more.

ISMPP enabled NAWC, Lakehurst to solve itsexpenditures problem. A team of Fleet operators,maintainers, equipment engineers, logisticians, anda NAWC, Lakehurst facilitator evaluated equipmentperformance, failure modes and effects, support, andmaintainability requirements to determine the ac-tual requirements needed to keep this equipmentoperational. The analysis results were then enteredinto the ISMPP system. This PC-based system hasthe capability to develop detailed revised maintenancerequirements based on real needs. Results of the newprocesses are monitored against a baseline estab-lished prior to the implementation of ISMPP.

NAWC, Lakehurst’s ISMPP has been completelyaccepted by Fleet personnel and project managers aswell as the cognizant field activities. Projected sav-ings are expected to exceed $10 million over the nextten years.

NAVPLAN/NAVPRO

In the past, maintenance planning tools, such asLogistic Support Analysis Record (LSAR) softwareproducts, were the only methods available to producemaintenance plans (MPs) and provisioning documen-tation (PD). However, these tools lacked the flexibilityneeded to operate under the NAVAIR-emphasizedconstraints of commercial-off-the-shelf (COTS) or non-developmental item (NDI) acquisitions. A flexible,more effective solution was needed to streamline theacquisition process.

NAWC, Lakehurst developed NAVPLAN / NAVPROunder a government and industry partnership as analternative to LSAR products. NAVPLAN is a PC-based, easy-to-use maintenance plan developmentsystem used for COTS/NDI acquisitions where lim-ited data is available. As an extension of NAVPLAN,NAVPRO can produce provisioning documentation(completely compatible with Naval Inventory ControlPoint requirements) and support material lists (usedto determine interim spare and repair parts supportrequirements). Both systems offer completely trans-portable documentation via electronic media.

NAVPLAN/NAVPRO uses a Graphical User Inter-face which allows users to work in a familiar Windowsenvironment. The program’s relational database re-duces the input/documentation requirements by 50%while improving the quality and consistency of theplan data. Features such as On-line Help and Adviceand Guidance supply additional information to usersfor plan development. This guidance information canbe augmented or tailored to organization-specific needswithout requiring any modification to the existingsystem. NAVPLAN/NAVPRO was specifically de-signed to operate within the source data and timeconstraints of COTS/NDI acquisitions.

NAVPLAN/NAVPRO’s technologically advancedsoftware applications have streamlined the mainte-nance planning procedures; significantly reduced thetraining and source data requirements; and dramati-cally increased the user’s quality, consistency andperformance. Since its implementation, the programreduced the MP and PD development times and costsby two-thirds. Projected savings for FY98 are ex-pected to exceed $125,000.

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Logistics

Integrated Logistic Support WorkloadProgram

Previously, NAWC, Lakehurst’s Integrated Logis-tic Support (ILS) group used an unstructured methodto estimate its workload, budget, and associated costs.This method had neither a standard approach norestablished time standards for the multitude of tasksneeded to perform a thorough ILS review. The resultwas unreliable workload estimates; sponsor discon-tent due to the perception of budget overstatements;and no central storage and/or system to determinecorrelation and status against similar jobs. A stan-dardized workload program was needed.

The ILS group developed the Integrated LogisticSupport Workload program by assembling a list ofapplicable tasks required to perform the ILS review;assigning standard work times to each task; andadding an adjustment factor to handle the varyingcomplexities of work. A logic program was created toselect the tasks needed for the ILS review based on aparticular project’s criteria. Specific functional workareas were also incorporated so that the assignmentof tasks, associated times, and costs were an auto-mated process which could be rolled up into a finalestimate for a particular project. Managed by the ILSgroup, the Integrated Logistic Support Workloadprogram is stored on a mainframe and is available topersonnel through a LAN.

The Integrated Logistic Support Workload pro-gram has become an important tool for ILS manage-ment by providing a single workload estimatingmethod; a central depository of each project’s workrequirements; the ability to roll up departmentworkloads; and a detailed task listing system that isdefendable to the sponsor. The program also improvedthe ILS group’s estimating accuracy by 85%.

New Construction Ships OutfittingProgram

In the past, Type Commanders were responsible forcoordinating the initial outfitting of intermediate-level aircraft maintenance support material for theconstruction of all new aircraft carriers and amphibi-ous assault ships. However, the pressures on the TypeCommanders to also provide maintenance supportmaterial to operational and deployed ships often re-sulted in new construction ship materials being di-

verted, especially in emergent and urgent require-ments. Under these conditions, documentation wasoften inadequate to ensure a timely reorder or returnof the diverted material. This method created costlydelays during the outfitting process, and impactedthose shipyards where prefabricated infrastructurecomponents with specific footprints were required forsome equipment installations. In addition, requisi-tioning was managed through the Supply Liaison,and Type Commanders relied on contractor supportfor technical publication and documentation delivery,installation, and verification. Accordingly, the overallmethod was fragmented and inefficient.

NAWC, Lakehurst implemented the New Con-struction Ships Outfitting (NCSO) program, which ismanaged by the Site Standup Branch. The NCSOprogram provides the initial outfitting of materialwhile the ship is under construction. The goal is tohave all support material in place and operational atthe time the ship is commissioned. Due to long leadtimes, the material requirements must be identifiedearly in the construction cycle, acquired, sent to aholding area, inspected, documented, delivered to theship on time, verified, and certified. This process usesa computer-driven tracking system to ensure that therequired material is available to support aircraftoperations for deployment.

Since implementing the NCSO program, the SiteStandup Branch reports a significant improvementin the overall outfitting process as well as customersatisfaction. The Branch also realized a sizable costsavings by preparing the technical documentation in-house, and initiating a searchable inventory system.This search feature enables the Site Standup Branchto search the entire Navy inventory for reusableequipment from decommissioning ships, and to as-sess these items for refurbishment and reissue whenfeasible in lieu of new procurement — a function notpreviously performed by the Type Commanders.

Procurement of Material and Services

Prior to a major realignment and the creation of theAcquisition Management Competency, procurementof ALRE/SE was a fragmented process involvingseveral organizations at NAWC, Lakehurst. Theresult was a lack of clearly defined roles and respon-sibilities; inconsistencies in procurement documents;no standardized procedures; and an underutilizedAutomated Data Processing (ADP) system. Despitebest efforts by all, essential equipment was often notordered on time or at all, and the duplication of

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materials resulted in wasted dollars and excessiveinventories.

Today, the Acquisition Management Competencyassumes responsibility for the entire process, andprovides guidance for the procurement of ALRE/SEmaterial and services. The department revised theprocess by drafting and implementing standard oper-ating procedures; revising the quality assurance hand-book; and optimizing ADP support. All sub-processeswere also incorporated into the standard proceduresmanual, and specific guidance on procurement proce-dures was promulgated.

Benefits realized from the new procurement processinclude on-time delivery of the proper equipment tothe customers; a reduction in inventory by eliminat-ing double procurements; better inventory controlresulting in no losses; and significant dollar savings.ADP maximization also reduced manpower with at-tendant savings and, most importantly, increasedcustomer satisfaction.

Training Execution and PersonnelSystem

NAWC, Lakehurst’s Logistics Department devel-oped and implemented the Training Execution andPersonnel System (TEAPS), which can be used tostore, retrieve, and manipulate employee trainingdata. Prior to this system, all training course listings,individual training plans, individual developmentplans (IDPs), off-site course listings, and personneltraining histories required manual paperwork.

TEAPS is an automated system that contains threemajor databases, which are integrated and used tocreate IDPs, career training paths, employee traininghistory records, and 40-hour Completion Status Re-ports. Developed through a cooperative effort betweengovernment and industry, TEAPS operates inMicrosoft Access, and is Windows compatible. Thisuser-friendly system requires little or no training,and can be easily modified.

Similar to other Windows-based software, TEAPS’user interface features recognizable check boxes, textboxes, tool bar, and drop down lists. The system hasthree levels of accessibility: administrative, superuser,and user. Administrative has access to all capabili-ties, including adding or deleting user accounts,editing data on all personnel, and running all reportswithout restrictions. Superusers can only enter/editdata on individuals and generate reports which per-tain to their own code or department. Users can onlyenter/edit data and pull IDP reports for their own

accounts. The system allows all users to display andreview course offerings, and electronically submitforms for approval and scheduling.

TEAPS provides NAWC, Lakehurst with valuablecapabilities and benefits. Employees can select coursesfrom internal course catalogs, electronically importthem, and automatically generate IDPs. Numerousad hoc reports can be created such as the 40-hourCompletion Status Report which identifies the com-pleted cumulative course hours, lists employee train-ing history, and prioritizes the required courseworkcited on IDPs. Another benefit involves employeemorale. Prior to TEAPS, only 20% of the coursesrequested by employees were approved. This percent-age has increased to 85% for employee approvedcourses. Although the Logistics Department spent$10,000 to develop TEAPS in-house, the departmentestimates that $30,000 is saved annually — a 75%cost reduction from the previous system.

Management

ISO-14001 Implementation

NAWC, Lakehurst has been designated by DOD asa participant in a two-year pilot program to determineif other government installations should be certifiedto ISO-14001. ISO-14001 is an international standardfor demonstrating that the registrant has an Envi-ronmental Management System (EMS) in place formanaging the entire life-cycle and environmentalimpact of its business operations. The study’s intentis to determine the feasibility of making ISO-14001certification a requirement for doing business withDOD. NAWC, Lakehurst is developing an EMS tocomply with this international standard.

Currently, there are no formalized compliance re-quirements imposed by DOD to manage the environ-mental impact of programs and business operationsthroughout the entire life-cycle. DOD selected NAWC,Lakehurst because of its successful environmentalprograms and recognized accomplishments. ISO-14001requires the development of an umbrella environmen-tal policy that is approved and supported by the base’shighest level of authority. Any processes or activitiesthat interact with the environment must be ad-dressed under this policy. Priorities are set relative tothe impact that activities have on the environment.Other requirements include establishing objectivesand targets for compliance; documenting and sharingprocesses/procedures with site technicians and regu-lators; implementing a well-defined, but flexible EMS

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structure which emphasizes good communicationsand documentation configuration control; applyingmetrics that accurately measure the results of improve-ments being made; and performing a self-assessmentfor site compliance and continuous improvement.

The project’s two-year timeline indicates comple-tion by March 1999. Since April 1998, NAWC,Lakehurst initiated a basewide environmental policy,and completed ISO-14001 coordinator training. Ap-proximately 80 aspects have been identified andranked, and the list is growing. By October 1998,targets of opportunity will have been identified, theEMS plan drafted, and the documentation controlplan initiated. Full-scale training, documented proce-dures, an EMS manual, a documentation controlprogram, and a metrics process are due for completionduring the November 1998 to March 1999 timeline.NAWC, Lakehurst’s accomplishments to date for thepilot program include a partnership with the Army, anon-line reporting capability with DOD, funding for thedocumentation control program, and an ISO website.

The successful completion of the pilot program atNAWC, Lakehurst will provide valuable input forDOD’s evaluation and implementation of ISO-14001.In addition, this program will greatly enhance NAWC,Lakehurst’s business opportunities.

Quality Assurance

Previously, NAWC, Lakehurst had a quality sys-tem that was modeled after MIL-Q-9858 and relied onpolicing methods. This quality system, typically usedthroughout the military and government, enlisted astandalone group that went out onto the manufactur-ing floor and performed quality reviews. Today, NAWC,Lakehurst employs a Quality Assurance (QA) processthat integrates the quality group with the manufac-turing department, and promotes a teaming ap-proach to ensure product quality. By sharing theresponsibility for quality assurance, the quality groupand the manufacturing department can detect prob-lems early and find applicable solutions.

The QA process is comprised of quality reviews; in-process reviews; final product evaluations; first ar-ticle tests and evaluations; evaluations of fleet emer-gencies; and partnering with contractors. The qualityreview is an upfront planning effort that involvesdrawing reviews, manufacturing orders, and detailedQA requirements, and generally makes sure that QAis present at the start of a project. The in-processreview involves destructive/non-destructive testingand material analysis, as well as ensures that the

product is progressing through the manufacturingprocess. Various tools are used in this effort. One inparticular, which has been very beneficial to NAWC,Lakehurst, is the coordinate measuring machinemanufactured by Giddings & Lewis. This machinehas more than paid for itself by providing inspectionaccuracy and repeatability, and by measuring com-plex and irregular-shaped objects without the need forunique inspection fixturing. Another noteworthy in-strument is the Arc-Met 930 optical spectral emis-sions tester manufactured by Metorex. NAWC,Lakehurst uses this non-destructive testing tool toperform material analysis down to the carbon compo-sition level.

Final product evaluation involves final testing andall necessary reporting and packaging requirements.First article test and evaluation is performed on newengineering designs and first-time vendor manufac-tures. Along with this, production lot testing on flightcritical equipment is also performed. During Fleetemergencies, the quality group works with the engi-neering department to investigate Fleet problems,and provides resolutions that work immediately andthroughout the operational life of the product. As forcontracts, NAWC, Lakehurst has partnered withindustry to accomplish numerous QA functions in-cluding source selection; first article test and productevaluation; QA program reviews; data package prepa-ration; and configuration management.

Strategic Planning

Recognizing that its future viability and successwill require dramatic and substantial changes, NAWC,Lakehurst has begun to implement a Strategic Plan-ning process that will define and shape the future ofthe base. The base’s primary mission, Aircraft Plat-form Interface, has been recognized as a critical nicheto Naval Aviation. This recognition was the reasonthat NAWC, Lakehurst was one of the few installa-tions to be removed from the proposed 1995 BaseRealignment and Closure list. As the stewards of thisunique and critical mission, NAWC, Lakehurst ispreparing to implement a long term, disciplinedprocess for strategic planning to meet the competitivechallenges ahead.

NAWC, Lakehurst has chartered a full-time stra-tegic planning team of senior managers to develop theoverall approach. Their job is to characterize thechanging environment, identify what needs to be doneto respond to this environment, recommend how toproceed, and then sustain transformation efforts over

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the long term. The disciplinedprocess consists of scanning theenvironment, focusing in on whatto do, and then acting. Scanninginvolves identifying the key driv-ers and lessons learned from oth-ers. Focusing includes envision-ing the future, assessing the gaps,and developing strategies toachieve the desired future state.Acting includes developing andimplementing detailed plans. Fig-ure 3-2 depicts the strategic man-agement model used by NAWC,Lakehurst. A key first step incharacterizing the environmentwas to engage in dialogue with anumber of relevant sources in-cluding key stakeholders and se-nior commanders as well as otherinstallations such as Army andAir Force sites. This dialoguehelped establish an environment favorable and recep-tive to change, and a realistic understanding of thechallenges ahead.

Currently, the leadership team is involved in devel-oping potential scenarios which will help to envisionthe future and assess current capabilities. This partof the process is designed to gather and transforminformation of strategic importance into fresh percep-tions that result in better decisions about the future.This effort will provide the basis for developing the

enabling strategies to achieve the desired futurestate. To date, three vision elements and seven en-abling strategies have been proposed as a roadmap tothe future, and are being reviewed and validated. Thenext steps will include combining the strategic plan-ning team with the business development team;using effective communications to create a sharedvision; defining in detail the vision elements andenabling strategies; and then implementing them.

Figure 3-2. Strategic Management Model

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A p p e n d i x A

Table of Acronyms

Acronym Definition

ADP Automated Data ProcessingAETS Aviation Engine Test SystemALRE Aircraft Launch and Recovery EquipmentALSP Acquisition Logistics Support PlanATE Automatic Test Equipment

CAFED Computer Aided Filing for Engineering DrawingsCMM Capability Maturity ModelCOTS Commercial-Off-The-Shelf

DART Data Acquisition Receive and TransmitDOD Department of DefenseDSP Defense Standardization Program

EDMS Engineering Data Management SystemEMS Environmental Management SystemENVEIS Environmental Engineering Information System

GFE Government Furnished EquipmentGIS Geographic Information System

IDP Individual Development PlanILS Integrated Logistic SupportIPT Integrated Product TeamISMPP Integrated Sustained Maintenance Planning Process

JEDMICS Joint Engineering Data Manufacturing Information Control System

KPA Key Process Areas

LSAR Logistic Support Analysis Record

MP Maintenance PlanMPCS Manufacturing Planning Control SystemMWR Morale, Welfare, and Recreation

NAVAIR Naval Air Systems CommandNAWC Naval Air Warfare CenterNCSO New Construction Ships OutfittingNDI Non-Developmental ItemNPL National Priorities List

Acronym Definition

PD Provisioning DocumentationPMD Prototyping and Manufacturing DepartmentPSMC Parts Standardization and Management Committee

QA Quality Assurance

RFD Request for Quote

SDP Software Development PlanSE Support EquipmentSEI Software Engineering Institute

TEAPS Training Execution and Personnel SystemTEMP Test and Evaluation Master Plan

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A p p e n d i x B

BMP Survey Team

Team Member Activity Function

Larry Robertson Crane Division Team Chairman(812) 854-5336 Naval Surface Warfare Center

Crane, IN

Cheri Spencer BMP Center of Excellence Technical Writer(301) 403-8100 College Park, MD

Team 1

Rick Purcell BMP Center of Excellence Team Leader(301) 403-8100 College Park, MD

Larry Halbig Raytheon Systems Company(317) 306-3838 Indianapolis, IN

RADM Robert Reimann Rumpf Associates InternationalUSN (retired) Arlington, VA(703) 444-9024

Team 2

Nick Keller Naval Surface Warfare Center Team Leader(812) 854-5331 Crane, IN

Jack Tamargo BMP Satellite Center(707) 642-4267 Vallejo, CA

Nick Tambakis BMP Center of Excellence(301) 403-8100 College Park, MD

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“CRITICAL PATH TEMPLATESFOR

TRANSITION FROM DEVELOPMENT TO PRODUCTION”

A p p e n d i x C

Critical Path Templates and BMP Templates

This survey was structured around and concen-trated on the functional areas of design, test, pro-duction, facilities, logistics, and management aspresented in the Department of Defense 4245.7-M,Transition from Development to Production docu-ment. This publication defines the proper tools—ortemplates—that constitute the critical path for asuccessful material acquisition program. It de-scribes techniques for improving the acquisition

process by addressing it as an industrial processthat focuses on the product’s design, test, and pro-duction phases which are interrelated and interde-pendent disciplines.

The BMP program has continued to build onthis knowledge base by developing 17 new tem-plates that complement the existing DOD 4245.7-M templates. These BMP templates address newor emerging technologies and processes.

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A p p e n d i x D

BMPnet and the Program Manager’s WorkStation

The BMPnet, located at the Best ManufacturingPractices Center of Excellence (BMPCOE) in Col-lege Park, Maryland, supports several communica-tion features. These features include the ProgramManager’s WorkStation (PMWSPMWSPMWSPMWSPMWS), electronic mailand file transfer capabilities, as well as access toSpecial Interest Groups (SIGs) for specific topicinformation and communication. The BMPnet canbe accessed through the World Wide Web (athttp://www.bmpcoe.org), through free software thatconnects directly over the Internet or through amodem. The PMWS software isalso available on CD-ROM.

PMWS provides users withtimely acquisition and engi-neering information through aseries of interrelated softwareenvironments and knowledge-based packages. The maincomponents of PMWS areKnowHow, SpecRite, the Tech-nical Risk Identification andMitigation System (TRIMS),and the BMP Database.

KnowHowKnowHowKnowHowKnowHowKnowHow is an intelligent,automated program that pro-vides rapid access to informa-tion through an intelligentsearch capability. Informationcurrently available in KnowHow handbooks in-cludes Acquisition Streamlining, Non-DevelopmentItems, Value Engineering, NAVSO P-6071 (BestPractices Manual), MIL-STD-2167/2168 and theDoD 5000 series documents. KnowHow cuts docu-ment search time by 95%, providing critical, user-specific information in under three minutes.

SpecRiteSpecRiteSpecRiteSpecRiteSpecRite is a performance specification genera-tor based on expert knowledge from all uniformedservices. This program guides acquisition person-

nel in creating specifications for their requirements,and is structured for the build/approval process.SpecRite’s knowledge-based guidance and assis-tance structure is modular, flexible, and providesoutput in MIL-STD 961D format in the form ofeditable WordPerfect® files.

TRIMSTRIMSTRIMSTRIMSTRIMS, based on DoD 4245.7-M (the transitiontemplates), NAVSO P-6071, and DoD 5000 event-oriented acquisition, helps the user identify andrank a program’s high-risk areas. By helping theuser conduct a full range of risk assessments through-

out the acquisition process,TRIMS highlights areas wherecorrective action can be initi-ated before risks develop intoproblems. It also helps userstrack key project documenta-tion from concept through pro-duction including goals, respon-sible personnel, and next ac-tion dates for future activities.

The BMP DatabaseBMP DatabaseBMP DatabaseBMP DatabaseBMP Database con-tains proven best practices fromindustry, government, and theacademic communities. Thesebest practices are in the areasof design, test, production, fa-cilities, management, and lo-gistics. Each practice has been

observed, verified, and documented by a team ofgovernment experts during BMP surveys.

Access to the BMPnet through dial-in or on Inter-net requires a special modem program. This pro-gram can be obtained by calling the BMPnet HelpDesk at (301) 403-8179 or it can be downloaded fromthe World Wide Web at http://www.bmpcoe.org. Toreceive a user/e-mail account on the BMPnet, senda request to helpdesk@bmpcoe.org.

There are currently nine Best Manufacturing Practices (BMP) satellite centers that provide representa-tion for and awareness of the BMP program to regional industry, government and academic institutions.The centers also promote the use of BMP with regional Manufacturing Technology Centers. Regionalmanufacturers can take advantage of the BMP satellite centers to help resolve problems, as the centers hostinformative, one-day regional workshops that focus on specific technical issues.

Center representatives also conduct BMP lectures at regional colleges and universities; maintain lists ofexperts who are potential survey team members; provide team member training; identify regional expertsfor inclusion in the BMPnet SIG e-mail; and train regional personnel in the use of BMP resources such asthe BMPnet.

The nine BMP satellite centers include:

California

Chris MatzkeBMP Satellite Center ManagerNaval Warfare Assessment DivisionCode QA-21, P.O. Box 5000Corona, CA 91718-5000(909) 273-4992FAX: (909) 273-4123cmatzke@bmpcoe.org

Jack TamargoBMP Satellite Center Manager257 Cottonwood DriveVallejo, CA 94591(707) 642-4267FAX: (707) 642-4267jtamargo@bmpcoe.org

District of Columbia

Chris WellerBMP Satellite Center ManagerU.S. Department of Commerce14th Street & Constitution Avenue, NWRoom 3876 BXAWashington, DC 20230(202) 482-8236/3795FAX: (202) 482-5650cweller@bxa.doc.gov

Illinois

Thomas ClarkBMP Satellite Center ManagerRock Valley College3301 North Mulford RoadRockford, IL 61114(815) 654-5515FAX: (815) 654-4459adme3tc@rvcux1.rvc.cc.il.us

Iowa

Bruce ConeyProgram ManagerIowa Procurement Outreach Center200 East Grand AvenueDes Moines, IA 50309(515) 242-4888FAX: (515) 242-4893bruce.coney@ided.state.ia.us

Louisiana

Dr. Kenneth L. McManisDirectorMaritime Environmental Resources & Information

CenterGulf Coast Region Maritime Technology CenterUniversity of New Orleans810 Engineering BuildingNew Orleans, LA 70149(504) 280-6271FAX: (504) 280-5586klmce@uno.edu

Michigan

Maureen H. ReillySAE/BMP Satellite Center Manager755 W. Big Beaver Road, Suite 1600Troy, MI 48084(724) 772-8564FAX: (724) 776-0243reilly@sae.org

Roy T. TrentSAE/BMP Automotive Manufacturing Initiative

Manager755 W. Big Beaver Road, Suite 1600Troy, MI 48084(248) 273-2455FAX: (248) 273-2494bounder@ees.eesc.com

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A p p e n d i x E

Best Manufacturing Practices Satellite Centers

Pennsylvania

Sherrie SnyderBMP Satellite Center ManagerMANTEC, Inc.P.O. Box 5046York, PA 17405(717) 843-5054, ext. 225FAX: (717) 854-0087snyderss@mantec.org

Tennessee

Tammy GrahamBMP Satellite Center ManagerLockheed Martin Energy SystemsP.O. Box 2009, Bldg. 9737M/S 8091Oak Ridge, TN 37831-8091(423) 576-5532FAX: (423) 574-2000tgraham@bmpcoe.org

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A p p e n d i x F

Navy Manufacturing Technology Centers of Excellence

Best Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices CenterBest Manufacturing Practices Centerof Excellenceof Excellenceof Excellenceof Excellenceof Excellence

The Best Manufacturing Practices Center of Excel-lence (BMPCOE) provides a national resource toidentify and promote exemplary manufacturing andbusiness practices and to disseminate this informa-tion to the U.S. Industrial Base. The BMPCOE wasestablished by the Navy’s BMP program, Depart-ment of Commerce’s National Institute of Stan-dards and Technology, and the University of Mary-land at College Park, Maryland. The BMPCOEimproves the use of existing technology, promotesthe introduction of improved technologies, and pro-vides non-competitive means to address commonproblems, and has become a significant factor incountering foreign competition.

Point of Contact:Mr. Ernie RennerBest Manufacturing Practices Center ofExcellence4321 Hartwick RoadSuite 400College Park, MD 20740(301) 403-8100FAX: (301) 403-8180ernie@bmpcoe.org

Center of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesCenter of Excellence for CompositesManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing Technology

The Center of Excellence for Composites Manufac-turing Technology (CECMT) provides a nationalresource for the development and dissemination ofcomposites manufacturing technology to defensecontractors and subcontractors. The CECMT ismanaged by the Great Lakes Composites Consor-tium and represents a collaborative effort amongindustry, academia, and government to develop,evaluate, demonstrate, and test composites manu-facturing technologies. The technical work is prob-lem-driven to reflect current and future Navy needsin the composites industrial community.

Point of Contact:Dr. Roger FountainCenter of Excellence for Composites ManufacturingTechnologyc/o GLCC, Inc.103 Trade Zone DriveSuite 26CWest Columbia, SC 29170(803) 822-3705FAX: (803) 822-3730rfglcc@glcc.org

Electronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityElectronics Manufacturing ProductivityFacilityFacilityFacilityFacilityFacility

The Electronics Manufacturing Productivity Facil-ity (EMPF) identifies, develops, and transfers inno-vative electronics manufacturing processes to do-mestic firms in support of the manufacture of afford-able military systems. The EMPF operates as aconsortium comprised of industry, university, andgovernment participants, led by the American Com-petitiveness Institute under a CRADA with theNavy.

Point of Contact:Mr. Alan CriswellElectronics Manufacturing Productivity FacilityOne International PlazaSuite 600Philadelphia, PA 19113(610) 362-1200FAX: (610) 362-1290criswell@aci-corp.org

National Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inNational Center for Excellence inMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking TechnologyMetalworking Technology

The National Center for Excellence in MetalworkingTechnology (NCEMT) provides a national center forthe development, dissemination, and implemen-tation of advanced technologies for metalworkingproducts and processes. The NCEMT, operated byConcurrent Technologies Corporation, helps the

The Navy Manufacturing Sciences and Technology Program established the following Centers ofExcellence (COEs) to provide focal points for the development and technology transfer of new manufactur-ing processes and equipment in a cooperative environment with industry, academia, and Navy centers andlaboratories. These COEs are consortium-structured for industry, academia, and government involvementin developing and implementing technologies. Each COE has a designated point of contact listed below withthe individual COE information.

F-2

Navy and defense contractors improve manufacturingproductivity and part reliability throughdevelopment, deployment, training, and educationfor advanced metalworking technologies.

Point of Contact:Mr. Richard HenryNational Center for Excellence in MetalworkingTechnologyc/o Concurrent Technologies Corporation100 CTC DriveJohnstown, PA 15904-3374(814) 269-2532FAX: (814) 269-2501henry@ctc.com

Navy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining CenterNavy Joining Center

The Navy Joining Center (NJC) is operated by theEdison Welding Institute and provides a nationalresource for the development of materials joiningexpertise and the deployment of emerging manufac-turing technologies to Navy contractors, subcon-tractors, and other activities. The NJC works withthe Navy to determine and evaluate joining technol-ogy requirements and conduct technology develop-ment and deployment projects to address theseissues.

Point of Contact:Mr. David P. EdmondsNavy Joining Center1250 Arthur E. Adams DriveColumbus, OH 43221-3585(614) 688-5096FAX: (614) 688-5001dave_edmonds@ewi.org

Energetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyEnergetics Manufacturing TechnologyCenterCenterCenterCenterCenter

The Energetics Manufacturing Technology Center(EMTC) addresses unique manufacturing processesand problems of the energetics industrial base toensure the availability of affordable, quality, andsafe energetics. The focus of the EMTC is on process

technology with a goal of reducing manufacturingcosts while improving product quality and reliabil-ity. The EMTC also maintains a goal of developmentand implementation of environmentally benign en-ergetics manufacturing processes.

Point of Contact:Mr. John BroughEnergetics Manufacturing Technology CenterIndian Head DivisionNaval Surface Warfare Center101 Strauss AvenueBuilding D326, Room 227Indian Head, MD 20640-5035(301) 744-4417DSN: 354-4417FAX: (301) 744-4187mt@command.ih.navy.mil

Institute for Manufacturing andInstitute for Manufacturing andInstitute for Manufacturing andInstitute for Manufacturing andInstitute for Manufacturing andSustainment TechnologiesSustainment TechnologiesSustainment TechnologiesSustainment TechnologiesSustainment Technologies

The Institute for Manufacturing and SustainmentTechnologies (iMAST), was formerly known asManufacturing Science and Advanced MaterialsProcessing Institute. Located at the PennsylvaniaState University's Applied Research Labortory,the primary objective of iMAST is to address chal-lenges relative to Navy and Marine Corps weaponsystem platforms in the areas of mechnical drivetransmission techologies, materials science tech-nologies, high energy processing technologies, andrepair technology.

Point of Contact:Mr. Henry WatsonInstitute for Manufacturing and SustainmentTechnologiesARL Penn StateP.O. Box 30State College, PA 16804-0030(814) 865-6345FAX: (814) 863-1183hew2@psu.edu

F-3

National Network for Electro-OpticsNational Network for Electro-OpticsNational Network for Electro-OpticsNational Network for Electro-OpticsNational Network for Electro-OpticsManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing TechnologyManufacturing Technology

The National Netowork for Electro-Optics Manu-facturing Technology (NNEOMT), a low overheadvirtual organization, is a national consortium ofelectro-optics industrial companies, universities,and government research centers that share theirelectro-optics expertise and capabilities throughproject teams focused on Navy requirements.NNEOMT is managed by the Ben Franklin Tech-nology Center of Western Pennsylvania.

Point of Contact:Dr. Raymond V. WickNational Network for Electro-Optics ManufacturingTechnologyOne Parks BendBox 24, Suite 206Vandergrift, PA 15690(724) 845-1138FAX: (724) 845-2448wick@nneomt.org

Gulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyGulf Coast Region Maritime TechnologyCenterCenterCenterCenterCenter

The Gulf Coast Region Maritime Technology Cen-ter (GCRMTC) is located at the University of NewOrleans and focuses primarily on product develop-ments in support of the U.S. shipbuilding industry.A sister site at Lamar University in Orange, Texasfocuses on process improvements.

Point of Contact:Dr. John Crisp, P.E.Gulf Coast Region Maritime Technology CenterUniversity of New OrleansCollege of EngineeringRoom EN-212New Orleans, LA 70148(504) 280-3871FAX: (504) 280-3898jncme@uno.edu

Manufacturing Technology Transfer CenterManufacturing Technology Transfer CenterManufacturing Technology Transfer CenterManufacturing Technology Transfer CenterManufacturing Technology Transfer Center

The focus of the Manufacturing Technology Trans-fer Center (MTTC) is to implement and integratedefense and commercial technologies and develop atechnical assistance network to support the DualUse Applications Program. MTTC is operated byInnovative Productivity, Inc., in partnership withindustry, government, and academia.

Point of Contact:Mr. Raymond ZavadaManufacturing Technology Transfer Center119 Rochester DriveLouisville, KY 40214-2684(502) 452-1131FAX: (502) 451-9665rzavada@mttc.org

As of this publication, 106 surveys have been conducted and published by BMP at the companies listedbelow. Copies of older survey reports may be obtained through DTIC or by accessing the BMPnet. Requestsfor copies of recent survey reports or inquiries regarding the BMPnet may be directed to:

Best Manufacturing Practices Program4321 Hartwick Rd., Suite 400

College Park, MD 20740Attn: Mr. Ernie Renner, Director

Telephone: 1-800-789-4267FAX: (301) 403-8180ernie@bmpcoe.org

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1986

1985

A p p e n d i x G

Completed Surveys

1987

Litton Guidance & Control Systems Division - Woodland Hills, CA

Honeywell, Incorporated Undersea Systems Division - Hopkins, MN (Alliant TechSystems, Inc.)Texas Instruments Defense Systems & Electronics Group - Lewisville, TXGeneral Dynamics Pomona Division - Pomona, CAHarris Corporation Government Support Systems Division - Syosset, NYIBM Corporation Federal Systems Division - Owego, NYControl Data Corporation Government Systems Division - Minneapolis, MN

Hughes Aircraft Company Radar Systems Group - Los Angeles, CAITT Avionics Division - Clifton, NJRockwell International Corporation Collins Defense Communications - Cedar Rapids, IAUNISYS Computer Systems Division - St. Paul, MN (Paramax)

Motorola Government Electronics Group - Scottsdale, AZGeneral Dynamics Fort Worth Division - Fort Worth, TXTexas Instruments Defense Systems & Electronics Group - Dallas, TXHughes Aircraft Company Missile Systems Group - Tucson, AZBell Helicopter Textron, Inc. - Fort Worth, TXLitton Data Systems Division - Van Nuys, CAGTE C3 Systems Sector - Needham Heights, MA

McDonnell-Douglas Corporation McDonnell Aircraft Company - St. Louis, MONorthrop Corporation Aircraft Division - Hawthorne, CALitton Applied Technology Division - San Jose, CALitton Amecom Division - College Park, MDStandard Industries - LaMirada, CAEngineered Circuit Research, Incorporated - Milpitas, CATeledyne Industries Incorporated Electronics Division - Newbury Park, CALockheed Aeronautical Systems Company - Marietta, GALockheed Corporation Missile Systems Division - Sunnyvale, CAWestinghouse Electronic Systems Group - Baltimore, MDGeneral Electric Naval & Drive Turbine Systems - Fitchburg, MARockwell International Corporation Autonetics Electronics Systems - Anaheim, CATRICOR Systems, Incorporated - Elgin, IL

Hughes Aircraft Company Ground Systems Group - Fullerton, CATRW Military Electronics and Avionics Division - San Diego, CAMechTronics of Arizona, Inc. - Phoenix, AZBoeing Aerospace & Electronics - Corinth, TXTechnology Matrix Consortium - Traverse City, MITextron Lycoming - Stratford, CT

1988

1989

1990

G-2

Resurvey of Litton Guidance & Control Systems Division - Woodland Hills, CANorden Systems, Inc. - Norwalk, CTNaval Avionics Center - Indianapolis, INUnited Electric Controls - Watertown, MAKurt Manufacturing Co. - Minneapolis, MNMagneTek Defense Systems - Anaheim, CARaytheon Missile Systems Division - Andover, MAAT&T Federal Systems Advanced Technologies and AT&T Bell Laboratories - Greensboro, NC and Whippany, NJResurvey of Texas Instruments Defense Systems & Electronics Group - Lewisville, TX

Tandem Computers - Cupertino, CACharleston Naval Shipyard - Charleston, SCConax Florida Corporation - St. Petersburg, FLTexas Instruments Semiconductor Group Military Products - Midland, TXHewlett-Packard Palo Alto Fabrication Center - Palo Alto, CAWatervliet U.S. Army Arsenal - Watervliet, NYDigital Equipment Company Enclosures Business - Westfield, MA and Maynard, MAComputing Devices International - Minneapolis, MN(Resurvey of Control Data Corporation Government Systems Division)Naval Aviation Depot Naval Air Station - Pensacola, FL

NASA Marshall Space Flight Center - Huntsville, ALNaval Aviation Depot Naval Air Station - Jacksonville, FLDepartment of Energy Oak Ridge Facilities (Operated by Martin Marietta Energy Systems, Inc.) - Oak Ridge, TNMcDonnell Douglas Aerospace - Huntington Beach, CACrane Division Naval Surface Warfare Center - Crane, IN and Louisville, KYPhiladelphia Naval Shipyard - Philadelphia, PAR. J. Reynolds Tobacco Company - Winston-Salem, NCCrystal Gateway Marriott Hotel - Arlington, VAHamilton Standard Electronic Manufacturing Facility - Farmington, CTAlpha Industries, Inc. - Methuen, MA

Harris Semiconductor - Melbourne, FLUnited Defense, L.P. Ground Systems Division - San Jose, CANaval Undersea Warfare Center Division Keyport - Keyport, WAMason & Hanger - Silas Mason Co., Inc. - Middletown, IAKaiser Electronics - San Jose, CAU.S. Army Combat Systems Test Activity - Aberdeen, MDStafford County Public Schools - Stafford County, VA

Sandia National Laboratories - Albuquerque, NMRockwell Defense Electronics Collins Avionics & Communications Division - Cedar Rapids, IA(Resurvey of Rockwell International Corporation Collins Defense Communications)Lockheed Martin Electronics & Missiles - Orlando, FLMcDonnell Douglas Aerospace (St. Louis) - St. Louis, MO(Resurvey of McDonnell-Douglas Corporation McDonnell Aircraft Company)Dayton Parts, Inc. - Harrisburg, PAWainwright Industries - St. Peters, MOLockheed Martin Tactical Aircraft Systems - Fort Worth, TX(Resurvey of General Dynamics Fort Worth Division)Lockheed Martin Government Electronic Systems - Moorestown, NJSacramento Manufacturing and Services Division - Sacramento, CAJLG Industries, Inc. - McConnellsburg, PA

City of Chattanooga - Chattanooga, TNMason & Hanger Corporation - Pantex Plant - Amarillo, TXNascote Industries, Inc. - Nashville, ILWeirton Steel Corporation - Weirton, WVNASA Kennedy Space Center - Cape Canaveral, FLDepartment of Energy, Oak Ridge Operations - Oak Ridge, TN

1994

1992

1991

1993

1995

1996

1997

G-3

Headquarters, U.S. Army Industrial Operations Command - Rock Island, ILSAE International and Performance Review Institute - Warrendale, PAPolaroid Corporation - Waltham, MACincinnati Milacron, Inc. - Cincinnati, OHLawrence Livermore National Laboratory - Livermore, CASharretts Plating Company, Inc. - Emigsville, PAThermacore, Inc. - Lancaster, PARock Island Arsenal - Rock Island, ILNorthrop Grumman Corporation - El Segundo, CA(Resurvey of Northrop Corporation Aircraft Division)Letterkenny Army Depot - Chambersburg, PAElizabethtown College - Elizabethtown, PATooele Army Depot - Tooele, UT

United Electric Controls - Watertown, MAStrite Industries Limited - Cambridge, Ontario, CanadaNorthrop Grumman Corporation - El Segundo, CACorpus Christi Army Depot - Corpus Christi, TXAnniston Army Depot - Anniston, ALNaval Air Warfare Center, Lakehurst - Lakehurst, NJ

1998