Modeling and Simulation in Manufacturing and Defense Acquisition Pathways to Success (2002) / Chapter Skim
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1 Introduction
1 Introduction
Pages 11-28
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From page 11... ...
When DOD decision makers perceive a gap in military capability, planners and strategists evaluate whether or not the perceived gap is real, keeping in mind that a misjudgment could be catastrophic. If the gap is determined to be real, additional military capability is needed, and concepts for new weapons systems must be generated and evaluated.
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From page 12... ...
and, increasingly, "system-of-systems" is today commonly used in referring to products and/or equipment that include a combination of hardware and software essential for the functioning, for example, of aircraft, tanks, ships, and many commercial products, although systems of completely mechanical or completely software components should not be neglected. "Systems engineering" refers to a disciplined process involving determination of needs, exploration of concepts for systems satisfying those needs, concept selection, design, and specification setting.
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From page 13... ...
In verification that a concept design will fulfill specified needs, M&S is a vital tool for exploring the virtual system before expensive hardware and software programs are created to produce expensive parts that may not function together as intended. After concept selection aided by M&S, detailed system design proceeds, with M&S providing virtual subsystems that can be explored for the purposes of specification setting to produce robust performance of subsystems and the overarching system.
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From page 14... ...
Technical Evaluation. The Acquisition and Supply group of processes corresponds to the Pre-Systems Acquisition activities of Table 1-1; System Design and Product Realization correspond to Systems Acquisition activities; and, while there is no direct mapping from EIA 632 onto the Sustainment activities of Table 1-1,
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From page 15... ...
However, for M&S to be maximally effective in aiding concept selection, detailed design and specification, and verification of complex systems and enterprise-level operations, a broad range of capabilities will be needed beyond those available in current M&S technologies. An M&S environment capable of enterprise-level and system-of-systems-level modeling and simulation must be able to rapidly incorporate many diverse models of physical, social, financial, and political components, each with its own data needs and formats, and produce in a timely fashion simulation results in a form accessible both to machines and people, for aid in risk management and decision making.
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From page 16... ...
crosscutting defense-unique production processes. Focus areas described for modeling and simulation R&D were these: promoting the development of models of defense products, manufacturing processes, and life-cycle performance; developing algorithms for design trade-offs that optimize life-cycle costs; developing enhanced and easily usable parametric models that facilitate design trade-offs at the conceptual stage; and initiating the development of product databases that will permit simulation at various levels of resolution (NRC, 1999a)
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From page 17... ...
This analysis therefore sought to identify trends that were likely to persist in the face of this discontinuity, and those areas where substantial long-term changes in direction were likely to occur in response to the perceived threat environment. The International Security Environment Since the conclusion of the Cold War, DOD has addressed a broad range of conflict operations, including homeland defense in response to the terrorist attack of September 1 1, 2001; major theater war, such as Desert - to - ' McCoy E~ - now ' ~~$ · ~m~ ~ Octets "medial ~rech~b~y I' _.
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From page 18... ...
In the short term, the armed services are seeking additional resources to support increased situational awareness, enhanced force protection, and improved command and control (Inside the Navy, 2001~. To deal with the emerging theater threat, the United States is planning to acquire a new generation of systems that can stand off beyond the range of adversary weapons, be deployed to the theater more rapidly, and be adaptable to the operational theater of interest.
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The U.S. Air Force is focusing on the creation of a new expeditionary aerospace force featuring enhanced responsiveness and global reach (CJCS, 2000b)
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This networkcentered focus is aimed at promoting enhanced mission effectiveness through shared awareness and self-synchronization of the force.
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Third, dealing with new threats, such as counterterrorism efforts, will probably consume many of the additional resources added to the DOD budget. The DOD acquisition system will therefore face pressure to minimize the total cost of ownership despite increased budgets.
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From page 22... ...
The latter included the use of tailored acquisition strategies, the use of cost as an independent variable to permit trade-offs between cost and usefulness of systems, continued efforts toward the goal of simulation-based acquisition, stimulation of innovation and continuous improvement, the streamlining of organizations, and the maintenance of a professional workforce. After the recent terrorist attacks, the need for greater agility in the acquisition of urgently required capabilities was highlighted.
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From page 23... ...
In the case of Task Force XXI, this was implemented through a central technical simulation facility (Krygiel, 19994. Commercial Technology Over the past decade, DOD's use of commercial products has increased substantially.
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These trends result in additional needs for defense acquisition. In view of the increased reliance on commercial products, the ramifications of using these commercial products must be dealt with.
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From page 25... ...
supply chains and manufacturing scheduling where simulation is a tool to improve defense systems. Many existing legacy systems of the armed services have substantial interoperability deficiencies among themselves as well as with external organizations.
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From page 26... ...
These integrated acquisition environments can be envisioned as a pyramid of standards and protocols, underlying collaborative technologies, community utilities/infrastructure, and program-focused applications (see Figure 1-3~. The standards and protocols of interest subsume many of the standards associated with modern software systems, the exchange of product model data, and simulation interoperability standards.
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From page 27... ...
Standards and Protocols \ Figure 1-3 Integrated acquisition environments, including standards and protocols, underlying collaborative technologies, community utilities/infrastructure, and program-focused applications. 27 Collaborative technologies include efforts to establish shared electronic workspaces that will permit parallel acquisition activities; develop customized software wrappers that facilitate the reuse of legacy code; and create groupware to facilitate the work of teams separated in time and space.
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From page 28... ...
Overall, there is need for integration of all these layers of capability into effective acquisition environments that can be used throughout the life cycle to allow rapid collaborative development. These environments must be flexible enough so that individual program managers can tailor an environment to meet their individual acquisition needs.
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