Aeronautics Star, Volume 6, Number 1, January/February 2005 Page: 4 of 8
This periodical is part of the collection entitled: Convair/General Dynamics Newsletters and was provided to The Portal to Texas History by the Lockheed Martin Aeronautics Company, Fort Worth.
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ADP must pioneer 'game-changing' technologies
Q: What are your three top goals for 2005?
A: - Apply our discretionary funds to develop and
capture new business, providing exciting opportunities
for our team.
" Leverage our successes in developing high-speed
capabilities that address customer rapid response and
reduced timeline goals; Falcon (Defense Advanced
Research Projects Agency), Revolutionary Approach
to Time-Critical Long Range Strike (Office of Naval
Research) and Quiet Small Supersonic Transport
(Supersonic Aerospace International).
- Design, build and fly a 1/9th scale hybrid air vehicle,
in less than 12 months; to demonstrate the technology
that can revolutionize strategic airlift, i.e. deliver over
500 tons from "Fort to Fight" without the normal airfield
infrastructure and on timelines never before achieved.
Q: What is your biggest challenge for this year?_uw
4 -
Frank Cappuccio, vice preside
for Advanced Development
ProgramsA: Our challenge is the communication of the depth and breadth of our opportunities,
within the current security context, and hiring the "best of breed" to staff these
opportunities. We continue to build the kind of workforce that takes innovation taskusaw
F-16 should focus on quality, safety, schedule
Q: What are your three top goals
for 2005?
A: - Support company sales efforts to
build F-16 backlog and extend production
to bolster overlap with F-35 production
ramp up.
- Deliver 71 aircraft this year per contract
schedules with total customer satisfaction.
- Manage workforce transition plan put in
place last year.
Q: What is your biggest challenge for
this year?
A: Managing the evolution of the program
from production to modernization and
sustainment, while continuing our focus on
quality and customer satisfaction.
Q: What positive trend/activity would you
like to see continued on your program?A: Recently the F-16
program regained its
on-schedule position
for production aircraft
deliveries. The F- 164
has enjoyed being on or
ahead of schedule for a
large percentage of its
life. We are committed to
maintaining this position
for 2005 and the
remainder of program.
Q: What should be
your employees' June Shrewsbury
mantra - one phrase for F-16program
that they should carry
with them all year?
A: Stay focused on quality, safety and
schedule. We are proud to produce the
most sought-after, versatile fighter in the
world, and we must stay focused on these, vice
ispriorities so we can continue
to deliver on our customer
commitments, proving to
potential customers that the
F-16 fighter is the best choice.
Q: Do you anticipate any
more layoffs in the F-16
program?
A: We announced last year
that the F-16 program would
be reducing by about 1,000
equivalent jobs as part of the
'president normal transition to steady
production and sustainment
activities. That process took
place throughout 2004 and
continues throughout 2005. Unfortunately,
as program evolution occurs, work
requirements change, resulting in the need
to align our workforce to the new business
requirements. We expect to transitionapproximately 800-1,000 employees over
the course of the first three quarters of 2005.
We are working diligently with other
programs and functions to determine
possibilities for those affected.
Q: What are the chances for additional
F-16 sales?
A: We have a healthy backlog of more
than 200 aircraft now and see the potential
for as many as 100 additional new and
follow-on sales.Special Mission Programs hinges
on 'trust and teamwork'
Q: Special Mission programs ... what are they?
A: Special Mission Programs (SMP) comprises a diverse
set of programs and support activities. We have critical sup-
port contracts for the F-117 Nighthawk, U-2 Dragon Lady,
P-3 Orion and S-3 Viking. We also produce major assem-
blies, including an advanced composite wing for Japan's
F-2 fighter as a major subcontractor to Mitsubishi Heavy
Industries, and we have a long-term partnership with Korea
Aerospace Industries (KAI) on the highly successful devel-
opment/flight test phase of the T-50 Golden Eagle.
SMP also operates the Air Force Electronic Warfare
Evaluation Simulator (AFEWES), and we actively support
the Aerial Common Sensor (ACS). A corporate "focus"
program, ACS is a multi-sensor precision targeting system
designed to replace the Army GUARDRAIL aircraft and
the Navy's fleet of EP-3E Aries II aircraft.
Q: What are your top priorities and challenges
for 2005?
A: With such a wide range of programs, it is difficult to
isolate our top priorities, but here are a few. We got a late
start on ACS, but Mark Norris, LM Aero vice president
and ACS deputy, is assembling an outstanding team from
all three Aero sites to recover an extremely aggressive
program schedule, manage weight/electrical/cooling
budgets and work closely with IS&S and our Army
customer to define requirements and testing for the
EMB-145 aircraft and its multiple systems. We must
help IS&S finalize interface documents and successfully
conduct a major design review this summer.
We must also launch some genuine sustainment-type
Performance Based Logistics (PBL) initiatives in 2005.
The U-2 and P-3 programs offer excellent opportunities
to manage and sustain the critical supply chain and
maintenance actions of these "elderly" airplanes. Actually
the U-2 can fly another 50 years due to a great design,
good maintenance practices and a relatively benign flight
environment at altitude. We have great confidence in
George Zielsdorff, recently-named U-2 program director,
in keeping the program on track. The P-3 has several
fleets in need of wing replacement, and Tom Wetherall
and his team are working closely with U.S. Customs,
4Canada, Taiwan and other
operators who are strong
candidates for sustainment of
the venerable Orion.
Helping KAI transition from
development to production this
year will also be a
challenge. The T-50 program
is known for beating program
milestones, and Gary Keith
and his stellar team are poised
to do just that in 2005. They
also support KAI with inter-
national marketing campaigns,
and we're anticipating some
big news later this year.
Q: What positive trend would
you like to see continued?Ted Samples, vice presidentfor
Special Mission ProgramsA: All of our programs need to repeat their superb
performance from 2004. We will continue to strive for all
Blue CPARS (high ratings on our customer's report card
for our performance) and 100 percent award fees. These
are tough challenges, but we've done it before on many
of our programs, and all of our customers know that it's
our objective on every contract.
We need to maintain consistent performance on
programs such as F-2, U-2, S-3 and F-117. Aircraft
deliveries are commitments that we make to our customers
and partners, and aircrews count on timely and flawless
products. I count on Jim Shidler's F-2 team and
Cheryl Oleary's F- 17 team to continually raise the bar
and maintain their outstanding program metrics.
We would like to continue building the trust and
teamwork of every customer, convincing them that
Lockheed Martin offers the highest caliber of commitment
and performance with every product and service we
are entrusted to deliver. That trust and teamwork must
be recognized and embraced at every level of our
organization, whether it's a phase maintenance cycle on
a U-2 jet in Cyprus or a maintenance action on an S-3 jet
in Jacksonville, Fla.: The pride and professionalism of a
mechanic in a depot or technician on a flight line exemplify
our entire company's dedication to our customer and
our products.Q: What should be your employee's mantra dur-
ing the year?
A: I frequently use an old Navy slogan, "Maintain
course, increase speed," but we also need to
perform with "zero defects" and a passion for team-
work and safety. We will treat safety as a program
risk topic by identifying any areas that are stressful,
hazardous, crowded, converging, noisy, etc. Then we
will take proactive approaches to eliminate opportunities
for a strain, slip or an accident.
Q: Where do you see Special Mission programs a year
from now?
A: I would hope that our programs will continue to
provide some firepower for LM Aero earnings and that
we continue to promote premier people to positions of
increased responsibility and accountability. I am very
proud of our "farm team" approach in supplying the
big league programs like F-35, F/A-22 and C-130J
and core functions with key leaders and movers within
our company.
I would like to see us capture some sustainment
opportunities and nail down some contracts in 2006. Our
U-2 and F-117 bring such unique war-fighting capability
to our armed forces, and our challenge is to ensure these
specialized airframes and their systems are fully leveraged
for the trend toward unmanned vehicles. Clearly they
offer augmentation concepts and test beds as an example
and if can continue to fly for decades, if needed.
I also hope that our business model and relationships
with teammates will be leveraged for offset commitments
and growth of partnerships for international opportunities.
Finally, I hope that our superior products and our profes-
sional teams continue to play key roles in achieving
effective reconnaissance, precision strike, timely intelli-
gence and tactical advantage for our customers and allies.head-on and continues to develop game-changing technologies that solve the most dif-
ficult customer challenges. Jobs are posted, and interviews are in progress.
Q: What positive trend/activity would you like to see continued on your program?
A: The application of game-changing concepts and technologies across a broad range of
0 warfighter concepts of operation.
Q: What should be your employees' mantra - one phrase that they should carry
with them all year?
A: "We never forget who we're working for." This is our role in supporting U.S. soldiers
engaged in combat worldwide.
Q: What were some of the accomplishments from 2004?
A: Major program wins resulted in over double the projected sales, triple the planned
orders and in adding over 100 additional team members.
dent
Q:What were some of the struggles? And how did you overcome?
A: ADP's charter is to act as the front end of LM Aero, and in that role we maintain a
very broad level of interest in ongoing Department of Defense opportunities. This results
in a crushing proposal load. During 2004, our proposal team, led by John Carter, not only
delivered nearly 150 first-class proposals resulting in a greater than 95 percent win rate
but also concurrently developed and implemented improved and more efficient processes
that allowed us to operate at this rapid tempo._b,., ,z
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Lockheed Martin Astronautics Corporation. Aeronautics Star, Volume 6, Number 1, January/February 2005, periodical, January 2005; United States. (https://texashistory.unt.edu/ark:/67531/metapth1023897/m1/4/?q=%22~1%22~1: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting Lockheed Martin Aeronautics Company, Fort Worth.