Modeling and Simulation in Manufacturing and Defense Acquisition Pathways to Success (2002) / Chapter Skim
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Appendix B Summary of 10 Acquisition-Related Studies on Modeling and Simulation
Appendix B Summary of 10 Acquisition-Related Studies on Modeling and Simulation
Pages 147-174
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NAVAL RESEARCH ADVISORY COMMITTEE REPORT In 1994, the Naval Research Advisory Committee (NRAC) performed a study on future uses of M&S for the U.S.
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test and evaluation and acquisition programs. The five specific goals ofthe study were these: (1)
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59-60) The panel made the following recommendations regarding · Exploit industry developments in simulation based design/manufacturing develop connectivity-ready models, databases, and architectures for Naval unique advanced distributed simulation problems · develop new technology for model reality checking, evaluation and comparison (NRAC, 1994, p.
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The NAVAIR study focused on technology assessment, business process reengineering, and demonstrated benefits. The following conclusions and recommendations were made regarding the application of Cvp tec.hn~loov __.,,,_._z,, .
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NORTH AMERICAN TECHNOLOGY AND INDUSTRIAL BASE ORGANIZATION STUDY The North American Technology and Industrial Base Organization commissioned a CVP study (NATIBO, 1996) to assess the maturity, level of use, utility, and viability of CVP technology and its application to the industrial base, including both small and medium-sized companies.
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language and contracting approaches that encourage CVP use; reevaluate how developers deliver data to the government coordinate CVP requirements with acquisition reform initiatives; address data security and proprietary data concerns and formalize policy regarding these issues; target government investments on CVP integration technologies; streamline the validation process for models; and educate small businesses on less expensive options to acquiring CVP technologies.
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The context of the study was the development of a hypothetical Total Ship Integrated Combat System for an Advanced Surface Combatant that might be authorized post-2005, with a focus on the undersea warfare components of such a system. The study assessed the potential of achieving a 50 percent reduction in cycle time from the definition of military needs to the achievement of initial operating capability, and it assessed the potential for making similar reductions in life-cycle cost, considering both the technical and business processes.
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. The government should firmly establish SBA as the preferred manner of conducting IPPD-style acquisition and should establish incentives for both government program managers and industry to ensure full and enthusiastic participation; Carefully designed pilot programs, structured as engineering experiments with objectives and metrics, can demonstrate the utility of SBA to the acquisition community and stakeholders and thereby catalyze the cultural change that is required; to do so: Pilot programs should be augmented with necessary additional Finds and should be focused not just on M&S tools, but on the entire SBA process; Metrics should address the building of a program-to-program infrastructure that builds on the ongoing DOD investments in M&S; and The government should provide open access to government infonnation and standard models to the appropriate industry participants in He pilot programs; · The government should re-direct DOD investment in M&S to support and encourage development of an SBA-specific infrastructure, the high level architecture (HLA)
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commissioned a one-year study, also completed in 1996, to assess the effectiveness of the use of M&S in the weapons system acquisition and support processes (DTSE&E, 19961. The study team was asked to investigate metrics being used to evaluate M&S effectiveness; specific tools being used by government and industry to facilitate the design, development, test, manufacture, and support of weapon systems in an IPPD environment; the benefits associated with using M&S in the acquisition environment; and the technical challenges that could preclude the seamless use of M&S in the acquisition process.
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1997 NATIONAL RESEARCH COUNCIL STUDY The Naval Studies Board of the National Research Council (NRC) performed a study for the U.S.
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The following conclusions and recommendations regarding M&S in general were made in Volume 1 (NRC, 1997a) : · M&S demands the attention and support of top DON command and management levels because it affects every aspect of military force design, equipment, and operation.
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Navy and U.S. Marine Corps should select a few highpriority warfare areas and create research programs to support them, including: expeditionary warfare and littoral operations; joint task force operations with dispersed forces; long-range precision strike against forces employing countermeasures; theater missile defense, including counterforce and speed-oflight weapon options, against very large ballistic missile and cruise missile threats; and short-notice, early-entry operations with opposition.
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Compared with other reports published in the late 1990s, the NRC report placed more emphasis on research investment and emphasized the subject matter content of M&S as opposed to the enabling information technology. JOINT SIMULATION-BASED ACQUISITION TASK FORCE STUDY In 1998, the Acquisition Functional Area Council of the DOD Executive Council for Modeling and Simulation commissioned the Joint Simulation-Based Acquisition Task Force (SBATF)
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The SBATF's objectives were as follows: Development of notional representations of the operational, systems, and technical architectures needed to establish SBA environments; Identification of technical challenges, rough estimates of time and cost to develop solutions, and opportunities for reuse across programs; Identification of the primary ownership of each module In the systems architecture; Identification of needed rough-order-of-magnitude investments by government and industry, and possible methods to determine return on investment; Development of a road map of near- and long-term DOD actions needed to develop the SBA concept; and Identification of industry actions to accelerate the SBA concept. The SBATF met over a 6-month period, during which the task force performed its own research, obtained input from the stakeholder community, and conducted a t`vo-session structured decision exercise using the quality function deployment (QFD)
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2 throughout the acquisition life cycle; · Establish long-term mechanisms for the evolution and . maintenance of DPDs to support new DOD product acquisitions; Develop an integrated network of resource repositories for the models, simulations, data, and information needed to support commonality and reuse throughout the acquisition community; Identify, review, prioritize, and coordinate science and technology and research and development efforts needed to achieve the SBA vision; 161 ' The SBATF defined a collaborative environment as an enduring collection of subject matter experts supported by interoperable tools and data bases, authoritative information resources, and product/process models that are focused on a common domain or set of problems (SBATF, 1998)
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7-30 7-45) Regarding policy and legislation, the SBATF recommended the "development of a single set of DOD SBA business practices and the implementation of a common SBA policy." The objective of these actions would be to reach the goals of the National Performance Review, Defense Systems Affordability Council, and Under Secretary of Defense for Acquisition and Technology regarding reduced cycle time, reduced total ownership costs, and increased systems performance.
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The DSB task force generated the following conclusions: There is extensive and successful use of M&S for training, weapon system design trade-offs and evaluation, and engineering simulations; however
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8-10) On the basis of the conclusions listed above, the DSB task force made three recommendations dealing with process improvement and one recommendation dealing with mode]
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Recommendations for joint focus, i.e. the Joint Chiefs of Staff and the Under Secretary of Defense for Acquisitions and Technology: To focus on analytical and simulation support for joint innovative concepts and systems, the JROC needs to provide consistent support for centers of excellence dedicated to this purpose · Such centers would be part of, or at least directly connected to, a CINC with responsibilities for the joint world similar to the responsibilities the Army's TRADOC has within the Army; There should be a heavy emphasis on .
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. Develop an understanding of NASA's long-term vision of AEE, capabilities, and tools associated with the current state of the art and short-term advances in engineering environments; · Conduct an independent assessment of requirements for, alternative approaches to, and applications of AEEs to aerospace engineering, considering both short- and long-term objectives; · At a high level, explore the potential payoffs of AEEs on a national scale, emphasizing the relationships between aerospace engineering and other elements of the national engineering scene and identifying the necessary conditions for achieving these payoffs; · Evaluate how AEE technologies relate to the development of relevant technical standards and engineering economic assessments; · Identify cultural and technical barriers to collaboration among the government, the aerospace industry, academia, and others for transferring AEE tools and methods from the development stage to public practice; opportunities that may be created by AEEs; and needs for education and training; and Recommend an approach for NASA to enable a state-of-the-art engineering environment capability that is compatible with other government, industry, and university programs and that
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34) Regarding requirements and benefits, the NRC committee's findings were as follows: Current AEE R&D is too diffuse and should be focused on: · enabling complex new systems, products, and missions · greatly reducing product development cycle time and costs AEE developers should devise an implementation process that lowers technical, cultural, and educational barriers and that applies AEEs broadly across government, industry, and academia; the top-level goals that NASA has established for the intelligent synthesis environment functional initiative address important AEE requirements.
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The committee therefore recommended that corporate and government leaders develop robust and flexible AEE tools for creating, managing, and assessing computer-generated data; for presenting relevant data to operators in a clear and efficient manner; for maintaining configuration management records; and for storing appropriate data on a long-term basis. Regarding cultural, management, and economic barriers, the NRC committee found that, historically, not enough attention has been paid to the organizational, cultural, psychological, and social aspects of the user environment associated with AEE technologies.
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. aspects of AEE development and implementation; NASA should define an agency-wide plan for the development and implementation of comprehensive, improved engineering processes, practices, and technologies; NASA-wide teams directing the Intelligent Synthesis Environment functional initiative should be consolidated and strengthened; An advisory panel with representatives from industry, universities, the National Science Foundation, NASA centers, and other government agencies and laboratories should be convened by NASA .
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The working group adopted an acquisition vision and goals statement similar to the SBA vision and goals statement promulgated in 1997 by the Acquisition Functional Area Council of the DOD Executive Council for Modeling and Simulation (EXCIMS) and used as a starting point by the SBATF Joint SEA Task Force.
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(MORS, 2000) The management changes needed were as follows: · An alignment of development time to be more consistent with commercial life-cycle times and ready accommodation of technology insertion and turnover; · Business process reengineering of data production; · Making functional IPTs a way of life, for example, leveraging M&S across functions and domains and avoiding redundancy; · Requiring authoritative sources for models and data, for example, having a program manager provide sources for system models and other stakeholders provide sources for environment; and · DOD commitment to a life-cycle-cost basis for acquisition decisions.
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The working group recommended the following actions for DOD to take regarding investment and incentives: . establish and support sufficient M&S infrastructure investments in the program objective memorandum; provide incentives to all stakeholders accompanied by adequate up-front investments to ensure use of M&S early in and throughout the life-cycle; this would minimize the total cost of ownership, shorten the acquisition cycle time, and improve support for warfighters and decision-makers; and provide incentives for active partnering between acquisition programs and between government and industry.
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The working group made these recommendations: the Defense Modeling and Simulation Office identify model representations as a high priority in the next version of the DOD M&S master plan, the community working on computer-generated forces reprioritize and put effort into new simulation techniques; and that DOD work to resolve level-of-abstraction difficulties and consider the links between computer-aided design, computeraided manufacturing, and operational effectiveness.
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