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1 Munitions Manufacturing in the United States
Pages 10-22

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From page 10...
... This study concerned itself primarily with conventional munitions, a category sometimes referred to as ammunition, and only secondarily with smart munitions. The TIME program, however, has the potential to provide a valuable framework for the clesign, procurement, and fabrication of smart munitions and possibly also for munitions of the future, although weapons in this category are only vaguely defined.
From page 11...
... Field commanders greatly prefer them ancl tend to use the newest technology weapons first. This approach, while justified by the goals of rapid victory with minimal casualties, contributes to the massive stockpiles of increasingly obsolete munitions ancl strongly suggests that future munitions requirements will increasingly focus on new ancl high-technology smart weapons.
From page 12...
... Considering such factors as the decreasing demand for conventional munitions, the loss of expertise as the workforce is downsizecl, sharp decreases in munitions procurement budgets, the primitive state of GOGO munitions manufacturing facilities, and the increasing preference of field commanders for smart weapons, these studies reached the following conclusions: .
From page 13...
... Thus, ownership, accountability, and funding for the TIME program have been outside the normal DoD/Army/ManTech chain of command. DoE, which has stewardship of nuclear weapons, has core competences ancl technology interests that overlap those of the conventional munitions industry.
From page 14...
... A major goal of TIME is to support the ability of the Army, as the single manager for conventional ammunition for all of the armed services, to fulfill its responsibilities relative to DoD's current and future munitions manufacturing and replenishment policy. Associated goals include the development of means to greatly reduce product development and deployment cycle times and life-cycle costs and to enable a faster response from dua~-use suppliers in times of crisis.
From page 15...
... Metrics forejudging Success The Army will measure the success of the TIME program using the following metrics (Bur~eson ~ 999b) : · Recluctions in replenishment base and overheacl; · Recluctions in cycle time ancl acceleration of the acquisition cycle; · Recluctions in life-cycle costs; ancl Originally "without overhead" in Republication document.
From page 16...
... An analysis of the "Authorized Funcling" column in Table 1-1, after removing funds allocated to "Demonstrations," "Program support," ancl "Program management," reveals the funding breakdown by project element shown in Table 1-2. STUDY OBJECTIVES AND APPROACH Charge to the Committee After several years of effort on the TIME program and recognizing that the munitions industry is continuing to clecay, TACOM-ARDEC requested that the National Research Council (NRC)
From page 17...
... 2/29/00 ($) LLNL LCMS Raytheon Total TIME phase 1, FY98 Open modular architecture LLNL 3,184,644 2,731,100 7.50 7.50 control Program support LLNL 966,264 1,962,100 1.25 1.25 Total phase 1 4,150,908 4,693,200 8.75 0 0 8.75 Tl M E phase 11, FY98 Architecture Raytheon 572,212 607,571 2.0 2.0 Product realization Raytheon 1,111,610 923,608 1.5 3.0 4.5 Networking LCMS 1,020,288 954,146 3.5 3.5 OMAC extensions Raytheon 616,470 432,447 2.0 2.0 Demonstrations LCMS/Raytheon 2,072,371 1,689,719 3.0 5.0 2.0 Program management LCMS 650,958 423,047 3.0 3.0 Total phase 11 6,043,909 5,030,538 0.0 10.0 10.0 20.0 Tl M E phase l l l, FY99 Open modular architecture LLNL 1,246,580 122,100 7.0 7.0 control Product realization LCMS/Raytheon 631,457 23,576 2.0 2.0 4.0 Networking LCMS 410,560 18,800 4.5 4.5 OMAC extensions Raytheon 357,070 0 2.0 2.0 Enterprise systems Raytheon 400,236 51,823 3.0 3.0 Demonstrations LCMS/Raytheon 1,872,175 15,509 3.0 3.0 6.0 Program support LLNL 866,867 270,200 1.25 1.25 Program management LCMS 213,256 958 3.0 3.0 Total phase 111 5,998,201 502,966 8.25 12.5 10.0 30.8 Grand total phases l-111 16,193,018 10,226,704 aLLNL, Lawerence Livermore National Laboratory; LCMS, Louisiana Center for Manufacturing Sciences.
From page 18...
... Develop a coherent description of the elements and activities of the TIME program and the manner in which they interact. Benchmark the TIME program against pertinent state-of-the-art best practices for enterprise architecture and functions such as enterprise management, supply chain management, communications, production design and development, process/machine controls, and shop floor controls.
From page 19...
... The committee also received briefings from clefense-relatecl and civilian industries on recently implemented state-of-the-art enterprise integration, supply chain integration, ancl e-commerce systems. The committee organized the report into segments that reflect the major thrusts of the TIME program.
From page 20...
... ; extensive use of CAD/CAM/CAE technologies within an integrated, interoperable environment; and use of modern communications technologies throughout the munitions supply chain. These recommendations envision a dramatic transformation of the currently antiquated munitions factories.
From page 21...
... It should also continue developing and deploying ever-morecapab~e conventional munitions in order to remain prepared for longer term engagements. Until this issue is resolved, the TIME program should progress under the assumption that, to be prepared for the range of potential conflicts, improvements in both precision-guided and conventional munitions will be required.
From page 22...
... The MIB must master the difficult art of operating a virtual munitions enterprise, in which win-win partnerships with dual-use commercial manufacturers provide the volume capability to replenish munitions stockpiles. · MIB production should achieve ever-better product quality, on-time delivery every time, ever-shorter development cycles, and evergreater life-cycle value.


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