Planning & Execution
The Navy ManTech Program implemented the Naval Integrated Systems Investment Strategy in FY04 to concentrate ManTech investments on key Navy acquisition programs to maximize technology transition and implementation. This sharply focused investment strategy was structured to ensure that the bulk of ManTech's investments aggressively addressed the highest priority manufacturing needs of the emerging major Navy weapon systems. Rather than supporting every program with funding that fell short of the level where ManTech could be productive, ManTech began to concentrate on a select few systems with a series of focused investments.
The initial emphasis of the strategy was on manufacturing technology necessary to meet performance requirements of the targeted platforms. Manufacturing projects were initiated through FY06 in support of three platforms: the future guided missile destroyer - DD(X) (now the DDG 1000), the future aircraft carrier - CVN 21, and the Littoral Combat Ship - LCS. The DD(X) focused initiative was the test initiative for the new investment strategy. It began in FY00, before the formal adoption of the investment strategy.
During the second quarter of FY06, the emphasis of the strategy was changed to a focus on affordability. Reducing the acquisition cost of advanced platforms is critical to the future of an effective Navy. In support of the acquisition program cost reduction goals, affordability is a focus area of the 2007 Navy S&T Strategic Plan. In support of this plan and at the direction of the Chief of Naval Research (CNR), Navy ManTech is now focused on manufacturing technologies that assist the Navy in the affordable acquisition of four major platforms: DDG 1000, CVN 21, LCS, and VIRGINIA Class Submarine (VCS).
ONR and the Navy ManTech COEs conducted strategic planning and roadmapping activities to identify high payoff shipbuilding investment areas. During this strategic planning activity, three primary thrusts, Ship Construction, Electronics, and Business Operations, were identified as well as specific focus areas under each thrust. For each ManTech focus area, challenges and potential projects were developed early-on, and initial roadmaps for investment were established. As the process proceeds, the roadmaps are being modified and specific projects to support the focus areas are being funded.
Navy ManTech projects are developed in conjunction with industry and the acquisition PM. Planning for transition prior to the initiation of projects is critical for the implementation of technology on the factory floor and eventually into the Fleet. The Program Executive Offices (PEOs), PMs, and relevant industry partners are encouraged to participate in an initial concept exploration phase – an assessment of the manufacturing processing needs of the weapon system. Most importantly, this includes the determination of whether the ManTech projects have a high likelihood of successful completion in time to meet the “window of opportunity” for insertion into the weapon system. Balanced with ManTech’s available resources, highest priority manufacturing opportunities are selected.
Agreements are also reached on the degree of participation of the PEO/PM in support of the projects. The goal is for each PEO/PM to contribute resources to enable successful completion and implementation of the ManTech projects. Resources supplied may include financial support or cost share for the ManTech project itself or funding of Navy laboratory personnel to provide test, evaluation, certification, and/or other services. In addition, each PEO/PM is expected to provide personnel with technical expertise and/or management experience to assist the ManTech Program Office in project oversight. This support affords assurance that the weapon system PM is truly committed to the successful outcome of the ManTech project. In addition, this close working relationship between the parties provides ManTech with a longer-term view of implementation.
To clarify communication between the entities, Navy ManTech has established definitions for transition and implementation and has instituted the development of a Transition Plan for each project that is signed by Navy ManTech, the COE Director, Industrial Facility Management, the Program Office and, if appropriate, the Technical Warrant Holder.
For Navy ManTech purposes:
- Transition denotes that point at which the ManTech project is completed and the technology meets customer (Program Office / industry) criteria / goals for implementation.
- Implementation denotes the actual use on the factory floor of ManTech results. (The resources for implementation are typically provided by entities other than ManTech including the Program Office and/or industry).
ManTech, alone, cannot ensure implementation, but a well-defined Transition Plan will assist the Program Office and Industrial Facility Management in supporting the transition and in resourcing and achieving implementation.
In addition to increased involvement from the PM customer, ManTech engages key industry partners earlier in the development cycle and continues to keep industry involved throughout. Focused initiative integrated project teams (IPTs) keep communication lines open among the PM, Navy ManTech, the COEs, and industry to ensure that projects complete in time to meet the 'window of opportunity' for implementation. Projects whose implementation opportunities have been lost are terminated. Thus the Navy ManTech Program ensures that resources are focused on those projects with high implementation probability.
While the large majority of yearly ManTech Program resources are invested in accordance with the focused initiative investment strategy, Navy ManTech does support smaller efforts in Repair Technology (REPTECH), Energetics, and Best Manufacturing Practices (BMPs).
REPTECH: While the major emphasis of the Navy ManTech Program is on support of new production, ManTech also addresses repair, overhaul, and sustainment functions that emphasize remanufacturing processes and advancing technology. The REPTECH Program focuses on fielded weapon systems and provides the process and equipment technology needed for repair and sustainment. Requirements for REPTECH projects are driven by Navy depots, shipyards, Marine Corps Logistics Bases, intermediate maintenance activities, and contractor facilities responsible for overhaul and maintenance of fleet assets. In general, REPTECH projects are usually shorter in duration and are funded at lower levels than standard ManTech projects.
Energetics: Energetics ManTech efforts that assist in the transition from R&D to production are an integral part of the Navy ManTech Program. Projects develop and transition process technologies for the synthesis of new or improved energetic materials, improved manufacture of propellants and explosives and improved handling and loading of energetic materials into systems and components. Concentration is on developing solutions to ensure the availability of safe, affordable, and quality energetics products in support of Program Executive Offices such as Integrated Warfare Systems (PEO IWS/IWS3C) and Conventional Strike Weapons (PEO (W)/PMA 201).
Best Manufacturing Practices: Established in 1985, Navy ManTech’s Best Manufacturing Practices (BMP) Program fosters the identification, validation, and sharing of the best practices used in government, industry, and academia. In 1993, the Navy ManTech Program established the BMP Center of Excellence (BMPCOE), a partnership of Navy ManTech, the Department of Commerce (DOC), and the University of Maryland at College Park (UMCP).