Gov’t/Industry IPT Meeting

104/19/23

Gov’t/Industry IPT Meeting

04 December 2008 Orange County Convention Center

Orlando, FL

204/19/23

AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT

WelcomeWelcome Charles Betterson Charles Betterson

RemarksRemarks

Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson

Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly

Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion

Industry ConcernsIndustry Concerns De Vorhees De Vorhees

Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati

Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub

NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman

Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano

Discussion ItemsDiscussion Items All All

Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson

304/19/23



RemarksRemarks





Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony DelicatiTony Delicati






AIR-2.5.3 I/ITSEC Brief

504/19/23

ITEMS

• Organizational Overview and Contracting Organizational Overview and Contracting Authority/Purpose/GuidanceAuthority/Purpose/Guidance

• Multiple Award Contracts UpdateMultiple Award Contracts Update

– Current Status

– Award Information

• Standup of Follow-on Multiple Award ContractsStandup of Follow-on Multiple Award Contracts

• NAWCTSD Business Opportunities websiteNAWCTSD Business Opportunities website

• FAR Case 2007-006, Contractor Business Ethics FAR Case 2007-006, Contractor Business Ethics Compliance Program and Disclosure Compliance Program and Disclosure RequirementsRequirements

604/19/23

AIR-2.0 ORGANIZATION

2.0ASSISTANT COMMANDER FOR CONTRACTS

2.0ASSISTANT COMMANDER FOR CONTRACTS

2.0A/B DEPUTY ASSISTANT COMMANDER

FOR CONTRACTS& MILITARY DEPUTY

2.0A/B DEPUTY ASSISTANT COMMANDER

FOR CONTRACTS& MILITARY DEPUTY

2.1POLICY & PROCESS

MANAGEMENT

2.1POLICY & PROCESS

MANAGEMENT

2.2MAJOR WEAPONS SYSTEMS

FOR TACTICAL AIRCRAFTAND MISSILES


FOR TACTICAL AIRCRAFTAND MISSILES


FOR AIR ASW, ASSAULT &SPECIAL MISSION PROGRAMS


FOR AIR ASW, ASSAULT &SPECIAL MISSION PROGRAMS

2.4STRIKE WEAPONS AND

UNMANNED AVIATION & AIR1.0 PROGRAMS

2.4STRIKE WEAPONS AND

UNMANNED AVIATION & AIR1.0 PROGRAMS

2.5AIRCRAFT SUPPORT

CONTRACTS

2.5AIRCRAFT SUPPORT

CONTRACTS

2.6JOINT STRIKE

FIGHTER

2.6JOINT STRIKE

FIGHTER

Deputy2.1A

Deputy2.1A Deputy

2.2A

Deputy2.2A Deputy

2.3A

Deputy2.3A Deputy

2.4A

Deputy 2.4A

2.1 DIVISION HEADS

2.1.1 POLICY & PROCESS2.1.2 ELECTRONIC COMMERCE2.1.3 RESOURCE MANAGEMENT

2.1 DIVISION HEADS

2.1.1 POLICY & PROCESS2.1.2 ELECTRONIC COMMERCE2.1.3 RESOURCE MANAGEMENT

2.2 DIVISION HEADS

2.2.1 TACTICAL EW/ MISSILES2.2.2 E-2/C-2, E-2D, F-142.2.3 F/A-18

2.2 DIVISION HEADS

2.2.1 TACTICAL EW/ MISSILES2.2.2 E-2/C-2, E-2D, F-142.2.3 F/A-18

2.3 DIVISION HEADS

2.3.1 AIR ASSAULT & SPECIAL MISSION2.3.2 AIR ANTI-SUBMARINE WARFARE (ASW)2.3.3 V-22 MAJOR PROGRAMS2.3.4 H-60 MAJOR PROGRAMS

2.3 DIVISION HEADS

2.3.1 AIR ASSAULT & SPECIAL MISSION2.3.2 AIR ANTI-SUBMARINE WARFARE (ASW)2.3.3 V-22 MAJOR PROGRAMS2.3.4 H-60 MAJOR PROGRAMS

2.4 DIVISION HEADS

2.4.1 CRUISE MISSILES2.4.2 MULTI-MISSION PLATFORM SUPPORT 2.4.3 MULTI-MISSION AIRCRAFT SUPPORT2.4.4 PRECISION STRIKE WEAPONS & UNMANNED AVIATION PROGRAMS

2.4 DIVISION HEADS

2.4.1 CRUISE MISSILES2.4.2 MULTI-MISSION PLATFORM SUPPORT 2.4.3 MULTI-MISSION AIRCRAFT SUPPORT2.4.4 PRECISION STRIKE WEAPONS & UNMANNED AVIATION PROGRAMS

2.5 DIVISION HEADS

2.5.1 AD-PAX2.5.2 AD-LAKEHURST 2.5.3 TRAINING SYSTEMS- ORLANDO2.5.4 CHINA LAKE/PT MUGU

2.5 DIVISION HEADS

2.5.1 AD-PAX2.5.2 AD-LAKEHURST 2.5.3 TRAINING SYSTEMS- ORLANDO2.5.4 CHINA LAKE/PT MUGU

2.0CRESOURCE MANAGEMENT

2.0CRESOURCE MANAGEMENT

Deputy 2.5A

Deputy 2.5A

Deputy 2.6A

Deputy 2.6A

2.0EAIRSPEED DEPLOYMENT CHAMPION

2.0EAIRSPEED DEPLOYMENT CHAMPION

704/19/23

2.5.3AAssociate Director

x8037

2.5.3Directorx4121

NAWCTSD NAWCTSD AIR-2.5.3 Organizational StructureAIR-2.5.3 Organizational Structure

Division Head2.5.3.1x8172




2.5.3EElectronic Acquisition

x8037

Procurement Analystx4084

Administrative Assistant7.1

x8061

804/19/23

NAWCTSD NAWCTSD AIR-2.5.3 Organizational Structure AIR-2.5.3 Organizational Structure

(continued)(continued)





2.5.3EElectronic Acquisition

x8037

Team Lead PCOx8020

Team Lead PCOx4475

Team Lead PCOx4017

Team Lead PCOVacant

Team Lead PCOx4064

Team Lead PCOx4108

Team Lead PCOx4054

Team Lead PCOx4048

Team Lead PCOx8487

Team Lead PCOx4085

Team Lead PCOx8631

Team Lead PCOx4473

Team Lead PCOx4524

Deputy for Small Business

x8253

904/19/23

Contracting Authority/Purpose/Guidance

• AuthorityAuthority– AIR-00 AIR-2.0 AIR-2.5 AIR-2.5.3

• PurposePurpose– Pursuit of fulfillment of NAWCTSD mission– Seamless AIR-2.0 competency support

• GuidanceGuidance– FAR DFARS NMCARS NAVAIR– Approval thresholds for acquisition and

contracting activity

1004/19/23

Multiple Award Contracts Update Current Status

• TSC IITSC II– Ordering period extends through August 2011– Ample ceiling remains (~47% expended)

• FTSS IIFTSS II– Ordering period extends through March 2010– Adequate ceiling remains (~70% expended)

*Data provided is as of 1 November 2008*Data provided is as of 1 November 2008

1104/19/23

TSC II Award Information(As of 1 November 2008)

ContractorContractor

# of Delivery # of Delivery Order AwardsOrder Awards

Cumulative Cumulative Obligations ($)Obligations ($)

Cumulative Cumulative Value ($)Value ($)

ASIASI 77 30,994,45130,994,451 37,844,85937,844,859

CAE USACAE USA 55 238,648,077238,648,077 293,094,187293,094,187

DEIDEI 99 18,665,90318,665,903 19,493,90619,493,906

IndraIndra 33 63,717,91763,717,917 69,322,25969,322,259

J.F. TaylorJ.F. Taylor 22 10,819,40110,819,401 10,819,40110,819,401

L3 LINKL3 LINK 55 220,566,931220,566,931 264,579,504264,579,504

1204/19/23

TSC II Award Information (continued)

(As of 1 November 2008)

Contractor

# of Delivery Order Awards

Cumulative Obligations ($)

Cumulative Value ($)

Rockwell 2 46,823,834 172,923,233

Northrop Grumman

1 853,892 853,892

Symvionics 5 25,707,708 39,461,846

Boeing 4 43,869,855 65,495,123

Carley 8 44,090,819 46,691,494

Delex 7 15,876,294 38,027,318

1304/19/23

TSC II Award Information (continued)

(As of 1 November 2008)


# of Delivery # of Delivery Order AwardsOrder Awards


Cumulative Cumulative Value ($)Value ($)

DPADPA 2020 204,969,563204,969,563 345,757,201345,757,201

LockheedLockheed 22 2,270,0962,270,096 4,480,1634,480,163

General General DynamicsDynamics

33 1,680,8011,680,801 4,066,2764,066,276

TOTALSTOTALS 8383 969,555,541969,555,541 1,412,910,6601,412,910,660

1404/19/23

FTSS II Award InformationFTSS II Award Information(As of 1 November 2008)(As of 1 November 2008)


# of Task Order # of Task Order AwardsAwards


Cumulative Value Cumulative Value ($)($)

BoeingBoeing 22 4,246,2944,246,294 9,154,8129,154,812

CAE USACAE USA 22 5,486,1045,486,104 16,365,87016,365,870

CSCCSC 44 1,944,0701,944,070 1,944,0701,944,070

CubicCubic 44 71,914,81471,914,814 99,103,28499,103,284

ESPESP 99 24,388,28724,388,287 56,817,44456,817,444

FidelityFidelity 55 59,700,71359,700,713 126,082,859126,082,859

1504/19/23

FTSS II Award InformationFTSS II Award Information (continued)(continued)

(As of 1 November 2008)(As of 1 November 2008)

Contractor

# of Task Order Awards

Cumulative Obligations ($)

Cumulative Value ($)

L3 LINK 3 57,217,049 160,189,327

LB&B 2 9,434,753 31,834,001

Lockheed 1 27,405,077 44,990,065

Proactive 3 5,191,185 13,876,383

TOTAL 35 266,928,347 560,358,115

1604/19/23

Standup of Follow-on MACsStandup of Follow-on MACs

• In short, “TBD” – Discussions on-going with key government In short, “TBD” – Discussions on-going with key government stakeholdersstakeholders

• Key considerations include:Key considerations include:

– Socio-economic considerations

• Sustainment of a viable base of small business concerns

• Various categories of small business concerns

– “Fair opportunity” process

– Length of ordering period

– Anticipated efficiencies

– Initial personnel and financial investment for both government and industry

• Decision anticipated 2Decision anticipated 2ndnd Quarter FY09 Quarter FY09

• If a “go,” then anticipate extensive upfront participationIf a “go,” then anticipate extensive upfront participation

1704/19/23

NAWCTSD Business Opportunities NAWCTSD Business Opportunities websitewebsite

• Accessed at: Accessed at: ““http://nawctsd.navair.navy.mil/EBusiness/BusOps/Ihttp://nawctsd.navair.navy.mil/EBusiness/BusOps/Index.cfmndex.cfm” - “Open Acquisitions” link” - “Open Acquisitions” link

• Used for acquisitions >$10KUsed for acquisitions >$10K

• Does not serve as a substitute for Government Does not serve as a substitute for Government Point of Entry solicitation posting requirements for Point of Entry solicitation posting requirements for acquisitions >$25K (i.e. “acquisitions >$25K (i.e. “www.fedbizopps.gov”www.fedbizopps.gov”))

• Includes acquisitions conducted under NAWCTSD’s Includes acquisitions conducted under NAWCTSD’s Multiple Award ContractsMultiple Award Contracts

1804/19/23

FAR Case 2007-006, FAR Case 2007-006, Contractor Business Ethics Compliance Program and Contractor Business Ethics Compliance Program and

Disclosure RequirementsDisclosure Requirements

• Implements “The Close the Contractor Fraud Loophole Act,” Implements “The Close the Contractor Fraud Loophole Act,” Pub. L. 110-252, Title VI, Chapter 1Pub. L. 110-252, Title VI, Chapter 1

• Final rule published in the Federal RegisterFinal rule published in the Federal Register• Effective date of 12 December 2008Effective date of 12 December 2008• Numerous regulatory (i.e. FAR) updatesNumerous regulatory (i.e. FAR) updates• HighlightsHighlights

– Amplifies requirements for a contractor code of business ethics and conduct, an internal control system, and disclosure to the Government of certain violations of criminal law, violations of the civil False Claims Act (FCA), or significant overpayments

– Provides for the suspension/debarment for knowing failure by a (company) principal to timely disclose, in writing, to the agency Inspector General, copy to the contracting officer, certain violations of criminal law, violations of the civil FCA, or significant overpayments

1904/19/23

Questions?

2004/19/23



RemarksRemarks






Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat SchaubPat Schaub





2104/19/23



RemarksRemarks











Industry IPT Brief Industry IPT Brief NAWCTSD Project ACQNAWCTSD Project ACQcelcel

2304/19/23

BackgroundBackground

• July 07 - NAWCTSD leadership engages AIRSpeedJuly 07 - NAWCTSD leadership engages AIRSpeed

• Aug thru Sep 07 – AIRSpeed conducts Strategic Aug thru Sep 07 – AIRSpeed conducts Strategic AssessmentAssessment

• Oct 07 to June 08 – Command considers Oct 07 to June 08 – Command considers assessment findings, recommendations, & risksassessment findings, recommendations, & risks

• 06 Aug 08 - Project ACQ06 Aug 08 - Project ACQcelcel launched launched

2404/19/23

Strategic Assessment RecommendationsStrategic Assessment Recommendations

• 32 opportunities identified & linked to strategy32 opportunities identified & linked to strategy• Two proposed paths to accomplish:Two proposed paths to accomplish:

Path 1 – Individual projects using Define Measure Analyze Improve Control (DMAIC) model

Pros: • Accomplishes strategy• Low change management risk• Medium internal benefit

Cons: • 3.5 years to complete• 40 – 50 personnel to support• “Band-aid” improvement• Low external benefit

Path 2 – Single project using Design For Lean Six Sigma and Define Measure Explore Develop Implement (DMEDI) model

Pros:• Accomplishes strategy• 1.5 years to complete• Systemic improvement• 15 Personnel to support• High internal benefit• High external benefit

Cons:• Higher change management risk

Problem: Problem: The acquisition process for acquiring training solutions has The acquisition process for acquiring training solutions has experienced issues in the areas of: speed, quality, and costs. experienced issues in the areas of: speed, quality, and costs. The average total process cycle time exceeds the average total The average total process cycle time exceeds the average total available time between customer order receipt and negotiated available time between customer order receipt and negotiated customer actual delivery date which has resulted in missed customer actual delivery date which has resulted in missed delivery dates, product quality issues, and cost overruns. delivery dates, product quality issues, and cost overruns.

Goals:Goals:Reduce the acquisition process median PCT to 50% of the total Reduce the acquisition process median PCT to 50% of the total available time between customer order receipt and negotiated available time between customer order receipt and negotiated customer actual delivery date for all Warfare Area programs customer actual delivery date for all Warfare Area programs while increasing current process quality levels and decreasing while increasing current process quality levels and decreasing current process costs. current process costs.

Problem/Goal Statement

DFLSS Tollgate Review Schedule

Business Impact

Core Team

The acquisition process for acquiring training solutions The acquisition process for acquiring training solutions has experienced issues in the areas of: speed, quality, and has experienced issues in the areas of: speed, quality, and costs. The average total process cycle time (PCT) exceeds costs. The average total process cycle time (PCT) exceeds the average total available time between customer order the average total available time between customer order receipt and negotiated customer actual delivery date. This is receipt and negotiated customer actual delivery date. This is resulting in missed delivery dates, product quality problems, resulting in missed delivery dates, product quality problems, cost overruns, and high frustration levels in both TSD cost overruns, and high frustration levels in both TSD customers and TSD employees.customers and TSD employees.

– Type I – TBD– Type II – $28 Million– Type III – Increased customer satisfaction, reduced employee

frustration, and increased morale.

Tollgate Scheduled Revised Complete

Team Launch: 08/04/08 08/06/08 08/06/08

Define: 09/26/08 10/07/08 10/07/08

Measure: 11/28/08 12/11/08 XX/XX/08

Explore: 01/09/09 XX/XX/09 XX/XX/09

Develop: 02/13/09 XX/XX/09 XX/XX/09

Implement: 04/17/09 XX/XX/09 XX/XX/09

Validate: 10/30/09 XX/XX/09 XX/XX/09

PS - CAPT Harry Robinson/Robert MatthewsPS - CAPT Harry Robinson/Robert Matthews

DC - Dan OwensDC - Dan Owens

MBB - Mike Meaney; Rex Groves (GG)MBB - Mike Meaney; Rex Groves (GG)

BB - Amy Bostick; BB - Amy Bostick;

Team Lead - Rosanne SchwermanTeam Lead - Rosanne Schwerman

PMA-205 SME - CDR Miguel OrtizPMA-205 SME - CDR Miguel Ortiz

SME’s TSD 1.0 - Michael Merritt, Dan Patton, Paul Honold, Steve Minning SME’s TSD 1.0 - Michael Merritt, Dan Patton, Paul Honold, Steve Minning & Mike Kolb & Mike Kolb

SME TSD 2.5 - Timothy Cichon SME TSD 11.0 - Geoffrey ChunSME TSD 2.5 - Timothy Cichon SME TSD 11.0 - Geoffrey Chun

SME TSD 4.6 - Inez KellySME TSD 4.6 - Inez Kelly SME TSD 6.0 SME TSD 6.0 - Claude (Nick) Nichols - Claude (Nick) Nichols

SME TSD 7.8 - Laurie KeisterSME TSD 7.8 - Laurie Keister SME TSD 10.0 - Gerald Dunn SME TSD 10.0 - Gerald Dunn

2604/19/23

High-Level Value Stream MapHigh-Level Value Stream Map

• Team focus is on identifying constraint (Lean) and Team focus is on identifying constraint (Lean) and reducing variation (Six Sigma)reducing variation (Six Sigma)

2704/19/23

Progress as of

12-01-08

Team activity by DFLSS phase:

Project is front loaded

high

• Charter• VSA• VOC• Simulation

• Quality Function Deployment• Kano • Scorecards

• Functional Analysis

• High Level Design• TOC

• Piloting• Simulation

• Detail Design Analysis• Conjoint Analysis

ImplementDevelopExploreDefine Measure

Personnel resource demand curve by phase

Tim

e

De

ma

nd

Start

low

End

Project ACQcelProject ACQcel

Started8-6-08

End (est)4-17-09

2804/19/23



RemarksRemarks











Training SystemTraining SystemWork Break-Down Structure Work Break-Down Structure

(WBS) Update(WBS) Update

3004/19/23

WBS Time Line

What we did• Kick off Working Group• Received input from Industry/DoD Partners

• Re-staffed WBS/made clarifications as appropriate• Test WBS structure in OSD interest and smaller procurements

Where are we now• Capturing issues/concerns Where we are going• Staff/Get buy in from functional stake holders• Gain OSD staff concurrence

DRAFT TRAINING SYSTEM WBS

Level 1 Training System WBS



Reference: Mil Handbook 881A, Appendix B “Electronic Systems”

1.0 Training System (TS)

1.4 System Eng /Program Mgt

MasterSyllabus

Courseware& Instructional

Materials

Instructional System

Hardware

InstructionalSystem Tools

New EquipmentTraining

1.2 Training & Instructional

Systems

1.1 Training Prime

Mission Product

Crew WorkStation

Aural Generation & Communications

System

Visual System

Instructor Operating Station (IOS)

Data Processing /Computational

System

System Software & Databases

Brief/Debrief System

Weapon Sensors& Countermeasures

Motion System

Enclosure System

PMP Application Software

Integration, Assembly, Test &

Test Checkout

1.3 System

Integration

Final Assembly

Hardware/SoftwareIntegration

Interoperability& Networking

1.5 Test &

Evaluation

T&E Support

Test Facilities

Mock-Ups/SILs

Development T&E

Instructional SystemTest & Evaluation

1.6 Common Support

Equipment

ProductionEquipment

Software SupportEnvironment

Diagnostic Support Equip

1.8 Provisioning (Spares)

& Repair Parts

ICS

Post DeploymentSoftware Support

Post DeploymentHardware Support

1.10 Fielded System

Support

ManagementData

SystemDocumentation

Support Data

Engineering Data

Test Plans

Assembly Plans

Test Procedures

IntegrationPlans

Instruction System Source

Files

Data Depository

TechnicalPublications

1.7 Data

Facilities

Delivery &On-Site Install

1.9 Site Activation

DRAFT TRAINING SYSTEM WBS




Reference: Mil Handbook 881A, Appendix B “Electronic Systems”

1.0 Training System (TS)

1.4 System Eng /Program Mgt

MasterSyllabus

Courseware& Instructional

Materials

Instructional System

Hardware

InstructionalSystem Tools

New EquipmentTraining

1.2 Training & Instructional

Systems

1.1 Training Prime

Mission Product

Crew WorkStation

Aural Generation & Communications

System

Visual System

Instructor Operating Station (IOS)

Computational System

Brief/Debrief System

Weapon Sensors& Countermeasures

Trainer Motion System

Trainer Enclosure

PMP Application Software

System Software & Databases

1.3 System

Integration

System Engineering (ILS/Non ILS)

Hardware/SoftwareIntegration

Interoperability& Networking

1.5 Test &

Evaluation

T&E Support

Test Facilities

Mock-Ups/SILs

Development T&E

Instructional SystemTest & Evaluation

1.6 Peculiar Support

Equipment

Test measurementEquipment

Support & HandlingEquipment

1.10Initial (Spares) & Repair Parts

ManagementData

Support Data

Engineering Data

Data Depository

TechnicalPublications

1.8 Data

1.9 Site Activation

•Training SystemsTraining Systems•Training ServicesTraining Services•Training ContentTraining Content•Intellectual ServicesIntellectual Services

Program Mgt (ILS/Non ILS)

1.7Common Support

Equipment

Test measurementEquipment

Support & HandlingEquipment

System Assembly Test & Checkout on site

Contractor TechnicalSupport

Site Conversion

Questions?

3504/19/23



RemarksRemarks











3604/19/23


OPEN DISCUSSIONSOPEN DISCUSSIONS

3704/19/23



RemarksRemarks











3804/19/23

CLOSING REMARKS


3904/19/23


2009 Training & Simulation Industry Symposium

(TSIS)

Orlando, Florida

10-11 June 2009

Today’s Presentation will be posted on our web-site:

http://nawctsd.navair.navy.mil

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