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technologytoday
INTEGRATED MISSION SOLUTIONSDD(X) – Transforming Naval Technology
Summer 2003 Volume 2 Issue 2
HIGHLIGHTING RAYTHEON’S TECHNOLOGY
From Chips to Ships
In this issue of technology today, we feature DD(X)—a program that is transforming technology
for the Navy. DD(X) is a revolutionary program for Raytheon that will move us forward as an
integrator of mission solutions. The engineers and technologists that are working on DD(X) are
excited and proud to be a part of this challenging program. Their energy is contagious. The
breadth and depth of the technology at Raytheon is insurmountable. From MMIC (monolithic
microwave integrated circuit) chip technology to T/R modules, from focal plane arrays and signal
processing to systems integration—we have the strategies, capabilities and technologies from
design, product development, system integration and test through operations and support cycles.
Radar technology is in our roots and the heart of it all is the MMIC chip technology. I believe that
our MMIC chip technology and manufacturing capabilities is a business discriminator—as
detailed in this magazine. We have the capabilities from chips to ships. MMICs are critical to our
advanced radar and communications business. RRFC continues to reinvent technology to pro-
vide state-of-the-art solutions and drive the competition.
I am also very proud of the hard work and efforts that we have made with CMMI (Capability
Maturity Model Integration) across the company. IDS and IIS in Garland, Texas have set the stage
and led the way, being the first to achieve CMMI Level 3 appraisals. It is a great accomplishment
and many of the other engineering sites are working hard to achieve the same. I am proud of the
One Company efforts that are on-going to make these milestones. The CMMI project managers
and Engineering Process Groups (EPGs) are working together to share best practices and lessons
learned. NCS and SAS in North Texas achieved CMMI Level 5 for Software this past week—it is
an exciting time for our engineering community as we all work to drive a process culture, provid-
ing a bedrock of discipline enabling technology to flourish.
We are driving Raytheon Six Sigma into the design phase, from business strategy execution
through systems integration, test and validation. We need to continue to stop the fire-fighting and
prevent the fires—and that is what Design for Six Sigma (DFSS) is all about. The tools are
embedded in our development process, IPDS (Integrated Product Development System), and need
to be used throughout the design process. We will continue to share program successes with DFSS
in future issues.
Please take the time to read through this issue and learn about the exciting technologies that are
being designed, developed and used for DD(X)—it is an exciting program, for our people, compa-
ny and partners.
Sincerely,
Greg2 summer 2003
A Message from Greg SheltonVice President of Engineering, Technology, Manufacturing & Quality
Ask Greg on line
at: http://www.ray.com/rayeng/
Editor's Supplement
Spring 2003 edition:1) “Engineers as Lifelong Learners”article (page 24) was written byFreeman Moore, not Victor Wright.
2) Alan McCormick (page 28), directorof engineering and technology at RSLreceived his degrees from Heriot WattUniversity in Edinburgh, Scotland, notEdinburgh, England.
DD(X) – Transforming Naval Technology 4
DD(X) Systems Architecture 5
MK57 Advanced Vertical Launch System 6
Dual Band Radar 8
Distributed Development, Test and Integration 9
External Communications 11
Integrated Undersea Warfare System 12
Total Ship Computing Environment 13
Engineering Perspective – Mark Russell 14
Leadership Perspective – Mike Hoeffler 15
MMIC Chip Technology 16
CMMI Accomplishments 19
Design for Six Sigma 21
In the News 24
IPDS Best Practices 26
Quality Awards 28
Patent Recognition 30
Future Events 32
TECHNOLOGY TODAY
summer 2003 3
EDITOR’S NOTE
I hope you all notice our new cover for this issue of technology today, reflecting our new brandidentity. This design is part of the initiative to align our branding around our Customer FocusedMarketing efforts so that as we deliver to our customers around the three components of CFM—Performance, Relationships and Solutions, we present a unified look to our customers and ouremployees.
Like many of you, I did not always think about branding or even marketing in my prior role as amaterials engineer. As long as I understood the requirements, worked with my team, and designedand developed products that performed, I believed I had done my job. As I transitioned into com-munications, working across the Enterprise, I became a true believer of the value of branding, bothinternally and externally. It is at the heart of One Company.
On a personal level, I relate the importance of branding with the Target symbol—the red bulls eyeso predominately displayed in media, advertisements and in the store itself. Yes, I am a shopaholic,but I am also a working mother of three with little time and lots to do. I love Target for its value,quality and ease. Each time I visit a Target store, I also find it a fun experience—they’re providingthat experience through their brand in everything they do.
At Raytheon, we all need to continue to enhance the branding of Raytheon in everything we do.
We celebrate our differences, embrace our cultures, and operate as One Company. One Companymeans working with our customers to provide superior solutions, executing flawlessly and in theend, growing as a company, while protecting the Raytheon brand.
Jean Scire, [email protected]
INSIDE THIS ISSUETECHNOLOGY TODAY
technology today is published quarterly by the Office of Engineering,Technology, Manufacturing & Quality
Vice PresidentGreg Shelton
Engineering, Technology,Manufacturing & Quality StaffPeter BolandGeorge LynchDan NashPeter PaoJean ScirePietro VentrescaGerry Zimmerman
EditorJean Scire
Editorial AssistantLee Ann Sousa
Graphic DesignDebra Graham
PhotographyJon BlackRob Carlson
Publication CoordinatorCarol Danner
ContributorsJerry CharlowArcenia DominguezJeff GilstrapIlene HillMike HurtKaren JohnsonBill KilleavyDavid LaightonChuck LarrabeeSiobhan Lopez
Tom McHaleJohn MoriartyDan NashLynda OwensCourtney PennyMark PolnaszekAnn TaylorBrian WellsGary WolfeFrank Zupancic
an Product
4 summer 2003
RaytheonIntegrated Mission Solutions
DD(X) – Transforming Naval Technology
T he ability of the UnitedStates, as a maritimenation, to project its
influence around the globe isas critical to the freedom ofour allies as it is to our own.
Throughout the history of the United Statesthere have been distinct periods when theinvestments in developing new ships for theNavy have spawned technological advancesthat have influenced subsequent ship designefforts around the world for years to come.
One of the most famous examples comesfrom the American Civil War. The advent ofthe U.S.S. Monitor introduced a totally newclass of fully-armored, steam-powered,screw propeller-driven warships. It has acompact hull, low profile, unobstructeddecks, a small comparatively specializedcrew, and a revolving gun turret that couldbe brought to bear on any naval or landtarget regardless of the Monitor’s head-ing—while also effectively protecting boththe guns and the gun crews.
Nothing like the Monitor ever existedbefore, and, virtually overnight, it relegatedsail-driven, wooden ships-of-the-line withtheir primitive broadside armament andtime-consuming gun-aiming maneuvers toobsolescence. In today’s terminology, thisseminal class of naval vessels represented a“transformational” design concept, signify-ing a radical departure from the old ways—a true revolution. And, its unqualified suc-cess quickly and heavily influenced thethinking of every major and minor navalpower around the world for decades to come.
Now, another transformational concept innaval ship systems design, is rapidly takingshape: DD(X), a new surface combat vesselthat promises to impact all new naval shipdesigns well into the 21st century.
Versatility and Aggressiveness — TheTraditional Hallmark of Naval DestroyersSince first introduced to the world’s naviesat the dawn of the twentieth century asfast torpedo-carrying surface attack vessels,destroyers have come to be recognized assome of the most versatile and aggressivesurface combatants ever developed—legendary “hunter-killers” of the seas.Throughout their long history, destroyershave continued to assume progressivelygreater defensive and offensive roles, such as:
• Conducting anti-submarine, anti-mineanti-shipping, anti-aircraft, and elec-tronic warfare;
• Supporting U.S. Marine and othercombat forces ashore with gunfireand missiles in support of amphibiousassault and other combat missions;
• Screening and defending other shipsin the fleet, as well as convoys ofships carrying vital troops, equipmentand material;
• Patrolling the high seas conductingsurveillance activities to keep themsafe in times of peace and of war;and
• Performing humanitarian missionssuch as search and rescue.
Although “DD” has long been the U.S.Navy’s shorthand for “destroyer”, the newDD(X) will be a vessel that far surpasses theoperational spectrum traditionally associat-ed with naval destroyers, even in their mostrecent AEGIS incarnations.
With the advent of DD(X), the hereditaryversatility and aggressiveness of the destroy-er is destined to grow in startling ways thatthe designers of the original torpedo boatdestroyers could never have envisaged acentury ago.
Four Key DD(X) Concepts to UnderstandTo better understand why DD(X) is so trans-formational, it helps to view the ship interms of four broad concepts, described byMichael Hoeffler, vice president of theDD(X) Program at Raytheon IntegratedDefense Systems:
• The Human System “The ability to inte-grate the sailor as a critical part of theIntegrated Warfare System is a revolu-tion,” says Cronin. “We ‘design in’ theoperators as part of our DD(X) commandcenter. We apply intensive automation.We look at the total ship and all of thework requirements to achieve a signifi-
The DD(X) is one of the most complex ‘system of systems’ currently in development.
summer 2003 5
cantly greater capability from a ship per-spective at significantly lower crew levels.”
• Survivability “DD(X) will use a combi-nation of passive and active means tofight in coastal (littoral) and other envi-ronments with incredible warfightingcapabilities,” says Hoeffler.
• Mobility “DD(X) will be designed tooperate in forward areas for extendedperiods,” says Hoeffler. “It will have theability to replenish underway—includinglong-range land attack projectiles. Inaddition, because of the way the ship isdesigned, it will have the ability to transitminefields and operate in other difficultlittoral areas and do so with great success.”
• Integrated Warfare Systems “If youlook at ships today,” says Hoeffler, “landattack, anti-air warfare and anti-subma-rine warfare each are separate systems.On DD(X) we have fully integrated thecapability that combines each of thesedomains into one cohesive system. Wehave a single integrated command cen-ter, such that the ship has the ability tothink and fight in a multi-domain per-spective: land attack, undersea warfare,anti-air warfare, information dominance,and so forth. It can look at all of thosemissions simultaneously and executethem with greater effectiveness. Thetechnologies underpinning this architec-ture are truly revolutionary. This was infact the major element of our proposalto the navy, to harness that revolution in technology.”
The Role of Raytheon IntegratedDefense SystemsReflecting back on the U.S.S. Monitor, oneof the most important attributes that madeit such a significant departure from conven-tional 1860’s shipbuilding approaches isrelated not to the ship itself but to the man-ner in which it was created. It was designedand built by an independent contractor—John Ericsson—whose foresight, innovativeideas, and keen ability to engineer a trulywell-integrated and highly effective surfacecombatant were unlimited by the traditionalboundaries of naval ship design then invogue. So too is the situation with DD(X)and Raytheon’s ongoing role in the project.
As the systems integrator for all ship-board electronics, missions systems engi-neering, software development and testand evaluation systems on the DD(X) pro-gram, Raytheon is facing some new andexciting challenges in the days ahead. Best-of-breed methodologies and approachesare being applied to the design of theDD(X) system and software architecture.Raytheon has been renowned for buildingshipboard radars, missiles, electronics andcommunications equipment for many years,but DD(X) is the first program in which thecompany has had the opportunity to put allthe pieces together. The approach to design-ing a system architecture is essential to under-standing how to put those pieces together.
Using a side-step approach modeled afterthe George Mason University systems archi-tecture design process, DD(X) systemdesigners are defining all the parts of thesystem, the best ways to assemble all thoseparts, and the most suitable strategies fortesting the collective system.
George Mason University is one of the lead-ers in defining system engineering processes.DD(X) is combining that process with theDoD Joint Technical Architecture and theNavy Open Architecture precepts to create asystem and software architecture that is easilyaccessible to team members and customersthroughout the DD(X) distributed network.
DD(X) system engineers will face some trulyunique and exciting challenges ahead asthey design a system architecture that willsuccessfully integrate approximately 30major shipboard subsystems, including the
radar, launchers, guns, navigation systemand communications suite, most of whichare being built by other contractors. TheDD(X) system is the largest and most com-plex of its kind that Raytheon has ever built,employing technologies that go beyondanything used in today’s Navy. “We’re stilltrying to figure out how large the ship isgoing to be, how much equipment it willcarry, how fast it will go”, said Brian Wells,Raytheon systems architect on DD(X). Thenew ships will be manned with approxi-mately one-third the crew that currentlyoperates the destroyers of today. To achievesuch a high level of automation requiresusing new technologies like data fusion andintelligent agents that essentially behavelike a person. Intelligent agents help theoperator make decisions by collecting andanalyzing information, plotting one or twocourses of action and making recommenda-tions, thereby reducing the amount ofhuman involvement and the possibility ofhuman error.
An engineer’s dream, this program givespeople a rare opportunity to be involvedwith the creation of a system from the earlyconcept stages right on through to the finalsell-off to the US Navy. The DD(X) programhas placed Raytheon in the enviable role ofa large systems integrator, a key factor inpositioning the company to win contractsfor which we might not otherwise havebeen considered. As an added benefit, thework being done on this program will givesmaller programs the opportunity to capi-talize on the technological and innovativestrengths of DD(X). ■
– Brian Wells
Systems Architecture
Achieving all DD(X) objectives within a single naval vessel involves a myriad ofcomplex integrated warfare systems andsubsystems. Working in concert with theprogram’s prime contractor, NorthropGrumman Ship Systems and the Navy,Raytheon Integrated Defense Systems hasbeen designated overall DD(X) electronicand weapon systems integrator, tasked withthe responsibility of making certain that all ofthese concepts are transformed into reality.
Where We Are TodayRaytheon engineers, who are spearheadingPhase III of the DD(X) program, are creatingthe engineering development models(EDMs) that are described in this specialedition of Technology Today. Developing theEDMs and testing them before actual shipconstruction begins in 2005 reducesrisk and assures operational excellence
Continued on page 15
Barbara Belt
is the Program Integration andControl Lead for the SensorsSegment on DD(X). In Octobershe will pass a milestone withthe company—20 years of dedi-cated service. She has enjoyedworking on many different projects and says, "It's the vari-ety of challenges that I find mostexciting, especially on the DD(X)program. This program has sucha broad scope that it offers awealth of opportunity. Thebreadth and depth of this pro-gram is unlike anything that I've ever seen."
Key areas in which Barbara willprovide expertise are Cost andSchedule Management andManagement Infrastructure
Processes. Barbara notes,"Effective communication is criti-cal to the success of our pro-gram. We need to define anddeploy processes that improveour efficiency while accomplish-ing our goals. Our team size isgoing to continue to grow at arapid rate, and we realize that a fully integrated ship needs afully integrated team. I am excited to be involved in theprocess that will see the next-generation surface combatantship become a reality."
Some highlights of Barbara’scareer include Software TaskManagement and serving asDeputy Program Manager onthe Integrated Terminal WeatherSystem. She has also taughtsoftware and management classes, including the EVMS(Earned Value ManagementSystem) Tracking course that shedeveloped. She is a graduate ofthe University of Massachusettsin Amherst, with a Bachelor ofScience degree in ComputerScience.
Sylvia Courtney
is the director of the DD(X)Sensors Segment and hasworked at Raytheon since 1984.Over the course of her career atRaytheon, she has worked onSatellite Communications, AirTraffic Control and AdvancedEngineering Technology. “Theflexibility to work in differentdomains has enabled me to regularly step outside of mycomfort zone and tackle newapplication areas and new technologies,” says Sylvia.
As DD(X) Director, Sylvia is veryexcited about the many interest-ing challenges on this uniqueand multi-dimensional program.“Because we are starting some
thing new and unlike anythingwe have done before, there is ahigh level of excitement amongthose of us who are establishingthe foundation from which thisprogram will grow and evolve inthe coming decades.”
She sees DD(X) as a spectacularprofessional opportunity. “Themembers of the DD(X) teambelieve in the tremendous ‘possibility’ of this program—the possibility to create trulytransformational capabilities forour fleet through the applicationof technology; the possibility tocreate a process and communi-cation foundation that will withstand the test of time; thepossibility of creating a programculture that fosters personaldevelopment—and what is trulyremarkable is that this feeling ofbeing on the edge of doingsomething really important isshared by our customer andindustry partners.”
6 summer 2003
DD(X) (continued)
The MK57 AdvancedVertical Launch System (AVLS)is the next-generation navalmissile launching system forfuture surface combatants ofthe U.S. Navy. Part of theDD(X) program, the MK57AVLS Integrated Process Teamis presently designing an
Engineering DevelopmentModel. The MK57 AVLS, a notewor-
thy advance in the technology of missilelaunching systems, is significantly expand-ing the capabilities of DD(X) and the futurefamily of surface combatants that will follow. The MK57 AVLS design providesmajor increases in capability over the1970’s designed MK41 VLS presently used
by the U.S. Navy. The MK57 AVLS is beingdeveloped by Raytheon in Portsmouth,Rhode Island.
The MK57 AVLS will be mounted aroundthe periphery of the DD(X) hull to providegreater firepower and enhanced resistanceto battle damage. Compared to the oldMK41 VLS, the new launcher offers a 25%greater missile canister area and measures1.66 ft. longer, resulting in a 35% increasein canister volume. Missile weight capacityis boosted by 39%. These advances allowthe MK57 AVLS to accommodate futuremissile technologies without having tomake major modifications to the launcher.Other improvements include a robust mis-sile exhaust gas management system that
will eliminate the need for a missile delugesystem, which is expensive, manpowerintensive and a maintenance nightmare.These mechanical advances in launchertechnologies are being created with the aidof the MK57 AVLS IPT’s teammate andlargest subcontractor, United Defense LP ofMinneapolis, Minnesota.
The most transformational advance in theMK57 AVLS’s development is Raytheon’simplementation of the electronic architec-ture. One of the first true applications ofthe Navy’s Open Architecture concept, theelectronic architecture allows for futureintegration of new missile systems with nomodification to the launcher control soft-ware, while reducing integration costs of
M K 5 7 A d v a n c e d
P R O F I L E – T h e D D ( X ) T E A M
summer 2003 7
Prior to October 2002, Sylviamanaged the C3I Software Engineering Laboratory (SEL).This role garnered Sylvia muchvaluable experience. She com-ments: “I assumed that role at a time when Raytheon wasfocusing intently on organiza-tional alignment, so I put a lotof energy into setting a visionfor the Lab and then establish-ing an executable strategy forrealizing the vision. Thanks to avery talented team, we wereable to get the Lab alignedaround the vision of reducingproduct cost through the appli-cation of the CMM Level 5process. It was extremelyrewarding when the Labachieved its Level 5 rating inDecember 2002.”
Sylvia was previously a Raytheonnominee for the Society ofWomen Engineers, Engineer ofthe Year Award. When askedwhat accomplishments she wasmost proud of, Sylvia replied,
“Mentoring talented peopleand watching them grow into
positions of responsibility withinRaytheon Company, leading SELto achieve CMM Level 5 ratingand balancing a fulfilling careerwith the interests of a cherishedfamily.”
Sylvia graduated from theUniversity of Virginia in 1977,and did follow-on graduatework in Computer Science atBoston University.
Ron Jackson
is a trained Raytheon Six SigmaExpert and spends the majorityof his time on DD(X) as ActingSix Sigma Lead on the program.He plans on becoming certifiedas an Expert next year.
Ron began working on DD(X)when it was in the proposalstage. He enjoys working onthis program because “it isexciting working with high levelpeople and being able to contribute, both as an engineer,and as an R6σ expert. DD(X) is a great opportunity todemonstrate the application ofSix Sigma tools and processes. Our goal is doing it right the first time.”
When asked how this will beaccomplished, Ron replied, “to succeed, we have to worktogether across companies. Wehave to fix problems, not fixblame. To that end, I’ve beenteaching R6σ Specialist Training to our prime and Navy customer.”
Ron has spent much of hiscareer supporting simulationactivities and flight tests onAMRAAM, Sparrow, StandardMissile and THAAD. He has alsoserved as Program Lead onHWIL (Hardware-in-the Loop).His simulation work has takenhim to many sites includingEglin Air Force Base and thePacific Missile Test Center.
Ron graduated from theUniversity of Rhode Island in1978 with a Bachelor of Science degree in electrical engineering and a Master ofScience degree in 1980.
V e r t i c a l L a u n c h S y s t e m
P R O F I L E – T h e D D ( X ) T E A M
the new missile’s control and interface soft-ware. This innovation lies in the full integra-tion of three electronic modules and a mis-sile/canister specific Canister Electronic Unit(CEU) that allows for weapon specific con-trol and interface data to be transferredseparately from the launcher specific data.These modules include the ModuleController Unit (MCU) that provides theinterface between the DD(X)’s transforma-tional Total Ship Computing Environment(TSCE) and the MK57 AVLS. In particular,this dynamic module will allow for thelauncher and missile interface manage-ment, launcher equipment management,missile and module activity management,and fault detection and reconfiguration.The Power Distribution Unit (PDU) allowsefficient transfer and monitoring of power
to launcher and missiles. The Hatch ControlUnit (HCU) provides advanced motion con-trol and servo drive technology to operateall missiles and exhaust hatch actuations.
The CEU is the key to becoming the first“any missile, any cell” architecture that theU.S. Navy desires for their launching sys-tem. The CEU interfaces with a specificencanistered missile, similar to an adapter,and links the missile and the combat system. In this way, the Navy can insert anew missile into inventory rapidly and without major, costly Ordnance Alterations(ORDALTs) for the launcher and CombatSystems. As part of Phase III and IV, CEUs will be developed for all existing missiles/canisters in the present inventory.For future missile developments, the CEU
design can be integratedinto the canister design,eliminating the need for theCEU. This transformationallauncher will effect a majorreduction in the life cyclecosts of current Navylaunching systems.
The MK57 AVLS IPT in conjunction with the DD(X)Engage Segment Design Team is pushing the boundaries of missilelaunching technology and working withour Navy customer to bring the future tothe fleet today. ■
– Mark Polnaszek
8 summer 2003
DD(X) (continued)
The Dual-Band Radar (DBR) is a sin-gle, integrated radar system combiningthe SPY-3 and Volume Search Radar(VSR) functions. S-band (VSR) and X-band (SPY-3) elements are coupled atthe pulse or waveform level. The DBRconcept combines the detection capa-bility of the SPY-3 radar system on thehorizon and VSR in the volume torespond efficiently to surveillance,track, threat assessment, and engage-ment support commands from theship’s combat system. Coordinatedresource management, scheduling andtracking offer potent functionality toprovide quick reaction queued acquisi-tion of threat targets, dual band count-
er to electronic attack, backup S-bandhorizon search coverage during X-bandmissile illumination support, and bal-ancing of precision tracking radar
resources. Control of each radar at thewaveform level promotes a more opti-mized usage of both frequencies tomaximize utilization of the radar time-line and increase search and trackrevisit rates. Correlation of detectionmeasurements in a centralized trackdatabase provides for improved preci-sion threat track, minimized fades andreduced susceptibility to electronicattack. The DBR concept also providesan excellent air traffic control (ATC)capability for CVN21 next-generationcarrier operations, whereby the VSRhandles air traffic marshalling and themultifunction radar (MFR) supportsprecision landing. ■
– Mike Hurt
Mark Munkascsy
is the Chief System Architect onthe DD(X) program. He has beenbased in Portsmouth, RhodeIsland for his entire 19 yearcareer at Raytheon, but doesextensive travel to the many sitesinvolved in DD(X).
When asked what he found tobe the most exciting aspect ofworking on DD(X), Mark replied,“It’s fun to be in on the groundfloor. As Chief System Architect,I get to look at the big picture. I am responsible for establishingour overall approach to the sys-tem and to communicate this tothe team and get them going inthe right direction.”
He also states, “You learn quick-ly that there are no easyanswers. When you have aquestion, you don’t have anyoneto ask who has done it before.You also have to think of theanswers from the customer per-spective. CAIV (Cost As anIndependent Variable) has beeninstrumental in optimizing theseengineering decisions that havebeen so critical to our success indesigning a high performancesystem.”
Mark is an Engineering Fellowand just received an Author’sAward for his paper onArchitecting DD(X). His pastexperience includes work on theTomahawk Cruise Missile LaunchSystems and Team Lead formany of Raytheon’s SurfaceCombat Systems programs.
Mark says, “The Tomahawk hasbeen successfully used on subsin the Gulf Wars. It’s gratifyingto know that what we do makesa real difference to the sailors.
But, if I had to choose one areain my work that has been mostsatisfying, it is working with thehigh quality engineers on DD(X).I have never worked with such atalented and enthusiastic team.This is the best example ofRaytheon as One Company thatI’ve ever seen. The best peoplefrom across the company havebeen assigned to this programand it is evident every day thatwhat we are doing now willinfluence this system for thenext 35 years.”
Mark graduated from MIT in1978 with a Bachelor of Sciencedegree in physics.
LaShaun Skillings,
a Senior Systems Engineer, is currently doing MissionScenario Analysis work on DD(X).She is very enthusiastic about herwork on this start up program. “I am particularly excited by theinteractions that help to align thevisions of the customer withRaytheon,” comments LaShaun.“Customer focus is a foundationfor success. As one of our ‘topline goals,’ this allows us to manage expectations and avoidmisunderstandings.”
LaShaun sees DD(X) as a greatopportunity not only to contribute,but also to learn. “The people Iam working with have a wealthof knowledge. The technical
P R O F I L E – T h e D D ( X ) T E A M
D u a l B a n d R a d a r
Conceptual diagram of the extensive coverage pro-vided by the integrated dual band radar devel-oped for DD(X).
summer 2003 9
experience I am gaining is phe-nomenal. I am continually chal-lenged by the intricacies of thisprogram.”
Raytheon celebrated MulticulturalWeek at many sites during themonth of June, and LaShaun wasinvolved in the planning of theseactivities for Marlborough, Mass.She also volunteers her time as amember of the Diversity Counciland is a National Executive Boardmember for the National Societyof Black Engineers. (Her officialtitle is Region One AlumniExtension Chairperson and thisincludes the areas of Massachusetts,New York, Connecticut, RhodeIsland and Canada.)
LaShaun graduated from BrownUniversity in 1997 with a Bachelorof Science in electrical engineer-ing and Bachelor of Arts in inter-national relations. She also receivedMaster of Science degree in elec-trical engineering from BrownUniversity in 1998. LaShaun previously worked at LucentTechnologies in Naperville, Illinois.
Mike Sogar
is the Program Manager forDD(X) MK57 Advanced VerticalLaunch System (AVLS). TheDD(X) program continues toexcite Mike and he describes hisenthusiasm as “contagious.”“The excitement in the MK57program is twofold. The first isdeveloping the next generationnaval missile launching systemfor the future surface combat-ants of the U.S. Navy. The second is working with highlyenergized Raytheon engineersfrom all parts of the company.My career started in the missileportion of the business. Now I am on the other side of thefence in launching them. I feelfortunate to be able to tietogether my entire career
within this program. DD(X) is a tremendous opportunity forRaytheon and its engineers.”
After living in three differentregions of the country – Dallas,Texas, Tucson, Arizona and cur-rently Portsmouth, Rhode Island– Mike has had a chance towork in many interesting and challenging assignments.“Experiencing the diversity of the company has been a real eye-opener for me. I’ve also been in many challengingroles, each being a steppingstone to the next”, says Mike.“While in the missile business,several of the programs werewith international customersproviding an opportunity to go abroad. But, I get the mostpride from seeing the resultsfrom my direct efforts, whetherit is a video clip of one of my old weapons in action on CNN or a test shot out on the range. I am proud of mywork and thankful to being able to do it.”
Mike’s four years of experienceat Raytheon also include LPD17Engineering Control SystemManager, Enhanced Paveway IIIChief Engineer, ERGM (ExtendedRange Guided Munition) IPT(Integrated Product Team) Lead,and Javelin Software Manager.One of his proudest memorieswas the execution of theEnhanced Paveway III EMD(Engineering/Manufacturing and Development) Program for the United Kingdom. Theprogram was very profitable for Raytheon and was completedon the original schedule. Theteam received a letter of commendation from the UKMinistry of Defense for theirexcellent performance.
Mike is a graduate of SouthernIllinois University – Carbondaleand previously worked for TexasInstruments for 21 years. He waselected to the position ofEngineering Fellow in 2001.
P R O F I L E – T h e D D ( X ) T E A M
Distributed Development, Testand IntegrationDistributed development, test and inte-
gration involves creating a shared virtual
infrastructure that allows both Raytheon
and non-Raytheon sites around the country
to build and test various software and
hardware components of the DD(X) system
in a simulated environment, which mimics
the system that will go out to sea. Never
before has Raytheon developed this kind of
technology on so grand a scale as on the
DD(X) program. This infrastructure can be
achieved by having a solid, classified com-
munication mechanism across all sites. As
various system tests are run, people online
at different sites monitor the tests and
provide real-time data that helps in trou-
bleshooting problems as they arise, thereby
helping to accelerate the integration
process.
DD(X) will incorporate seven major soft-
ware builds beginning this year. The goal is,
through a distributed test network, to inte-
grate these software builds from each of
the different development sites into a single
system build and then run system tests
against that build. What’s innovative about
this approach is that rather than bringing a
large group of people together for a large
software integration activity, few people are
actually required to come together at any
one site. Development and integration
teams can take advantage of the distributed
infrastructure and collaborative environ-
ment to shorten the integration process,
saving both travel time and time away from
ongoing development efforts.
One of the technologies being explored on
the DD(X) program is the use of data com-
pression to establish an infrastructure that
will effectively support classified data trans-
mission throughout the DD(X) network,
including communications between the
simulation and shipboard infrastructures.
Data compression is very sensitive to the
kind of data traffic that will flow through-
Continued on page 10
Brian Wells
is the System EngineeringDirector for DD(X). His previouslyheld positions include managerof Systems Design Laboratory,manager of Patriot SystemsEngineering and manager ofMissile Concept and DesignDepartment. “All of these posi-tions have been exciting, butDD(X) is one of the most chal-lenging weapons systems everdeveloped. Each day I face newand ever-changing dynamic situ-ations that require innovativeengineering solutions. Six Sigmahas been used extensively in thisgroundbreaking initiative,” said Brian.
This fast-paced program requiresgreat flexibility and talent fromall its team members.
“One day we are designingworkspaces for our team, andthe next we are figuring outhow to integrate the VTUAV(Vertical Take-off UnmannedAerial Vehicle) into the ship. I am continually on teleconswith team members all acrossthe country. This is the mostcomplex program that I’ve ever worked on and it trulydemonstrates a real one company initiative.”
Team members hail from suchfar away sites as: Pascagoula,Mississippi; Washington, D.C.;Newport News, Virginia;Portsmouth, Rhode Island; andSudbury and Marlboro,Massachusetts. “Our biggestchallenge is fact gathering. Oncewe have all the facts on the
table, everyone has an easy time of deciding which way togo in a design area. RaytheonSix Sigma is playing a crucialrole, as is CMMI. We are continually improving ourprocesses and have a goal inplace to reach CMMI Level 3within the next year.”
Brian joined Raytheon in 1976after receiving his Bachelor ofScience in electrical engineeringfrom Bucknell University andMaster of Science in electricalengineering from the Universityof Illinois.
Tommy Wong
is the Software/Total ShipComputing Environment(SW/TSCE) Segment DeputyManager on DD(X). He hasspent a large portion of his 17-year career at Raytheon onthe PATRIOT program. He heldincreasingly responsible positionsas Firmware Design TaskManager and Missile SystemsDivision Lead Engineer for thePATRIOT Communication Upgradeprogram prior to working on thewinning DD(X) proposal.
When asked about the Patriot Upgrade work, Tommy’senthusiasm shows. “Thisupgrade was used in the
P R O F I L E – T h e D D ( X ) T E A M
10 summer 2003
out the 21-site network currently in devel-
opment. Risk reduction exercises and tests
will be conducted throughout the summer
to show just how effective this kind of
compression technology is with the kind of
data that’s being shipped around, in addi-
tion to it’s ability to minimize the amount
of bandwidth needed to support a real-
time, distributed test.
Initially used as a software-testing platform,
the distributed test infrastructure will ulti-
mately be used to test hardware as well.
With a major combat system integration
facility in Portsmouth that will be connected
to hardware assets, both in Portsmouth and
other sites around the country, true hardware
integration and testing can be performed via
the distributed network prior to shipping it to
the shipyards in Bath and Pascagoula.
Another distinct advantage of having a dis-
tributed development and test environment
is the way DD(X) is able to use “Doors”
software to capture program requirements
and share them across a national team.
This data sharing or integrated data envi-
ronment (IDE), is going to be deployed
across 60 sites by the DD(X) prime contrac-
tor, Northrop Grumman. The Tewksbury,
MA facility will be the development site for
the requirements and software databases
that tie into this environment. ■
– Frank Zupancic
DD(X) (continued)
Gulf war. It is so gratifying to know thatwhat we designed at Raytheon saved lives during the war by giving our soldierscapability that they didn’t have previously,”says Tommy.
Now working on DD(X), Tommy is equallyexcited. “The work is challenging andexciting at the same time. We will be helping our country by designing the next generation ship. It is critical that wedo a good job.”
Tommy cites Raytheon Six Sigma as thevital tool that helps him to do his job. “My philosophy is, you have to use it everyday. I also see communications as beingextremely important. There are so manydifferent development sites and it is such a big program that we need to over-communicate to make sure that weare successful.”
Tommy received his Bachelor of Sciencedegree in computer engineering fromBoston University in 1986. He also tookfollow-up graduate level classes in comput-er engineering. He published two papers in 1998 on PATRIOT Communications thatwere presented at the MilitaryCommunications (MICOM) conference.
summer 2003 11
E x t e r n a l C o m m u n i c a t i o n sExternal Communications (ExComms)is an $80M task within the Command,Control, Communications, andIntelligence (C3I) segment to developthe requirements and concept for theship radio room and the phased arrayantennas. Raytheon will fabricatearrays to populate a prototype deck-house for electromagnetic, radar cross-section, and infrared signature testing.ExComms employs state-of-the-artcomponents in its ship communica-tions architecture, including the anten-nas, radios, baseband equipment, andthe software that controls the commu-nication equipment.
Most of the antennas are flat-panel,phased arrays that conform to the
faces of the ship deckhouse. The combined Extremely High Frequency(EHF)/Global Broadcast System(GBS)/Ka-band receive antenna and theEHF transmit antenna will use newtechnologies for the radiators andmicrowave circuit card assemblies(MCCAs) that comprise the array ele-ments. An active EHF/Ka band antennais being built to integrate with a full-scale deckhouse that will be used fortesting electromagnetic effects. Thedeckhouse, built by NorthropGrumman, will be integrated with theantenna at Wallops Island, Virginia,where the systems will be tested.These arrays are being designed inTewksbury, Mass. by IntegratedDefense Systems.
Other phased array antennas includethe Cooperative EngagementCapability, X/Ku band data link andUltra High Frequency (UHF) satellitecommunications. In addition, a Multi-Function Mast (MFM) will support several frequencies. SubcontractorHarris is developing the X/Ku antenna.Ball Aerospace is developing the UHFand MFM antennas. These antennasare also included in the deckhouse integration and testing.
The Joint Tactical Radio System (JTRS)radios, operating below two gigahertz(GHz), have an open architecture andare software programmable. This newgeneration of radios for this frequencyrange is in development and theRaytheon Network Centric Systems(NCS) Ft. Wayne team plans to bid onthe Navy version of the radio.
Above two GHz, the satellite commu-nications terminals will support high
data rate communications for tacticaland quality of life functions. The quality of life functions provide sailorswith Internet communications such ase-mail to keep in contact with familyand friends while deployed. The otherterminals communicate using militarysatellite payloads that support Milstar,Ka band and the Global BroadcastSystem (GBS) to support the DD(X)mission.
The Navy requires extensive automa-tion to reduce the ship’s crew.Software monitors and controls heterogeneous equipment, including a radio frequency (RF) switch, satellitecommunication terminals, radios, information security equipment, andbaseband switches and routers. Theamount and type of control is basedon a set of communication plans that corresponds with ship mission scenarios. The software architecturedevelopment during this phase willtrade off approaches for implementingthe control engine (commercial off-the-shelf, rules-based, command-based, etc.) and the interfaces (Simple Network Control Protocol,Extended Markup Language, client-server, device agents, etc.). This architecture will leverage new tech-nologies to make DD(X) a truly transformational program by discovering solutions that can bereused to upgrade the capabilities of other types of ships. ■
– Ed Wojtaszek
12 summer 2003
The IntegratedUndersea WarfareSystem (IUSW) provides DD(X) withundersea domi-nance. Using hull-mounted andtowed acousticsensors operatingover two frequencybands, IUSW inte-grates acoustic,environmental and radar data toaddress the Anti-Submarine Warfare(ASW), In-Stride Mine Avoidance(ISMA) and Torpedo Defense (TD) mis-sions. While IUSW uses the latest insensor and electronic technologies, thegreatest technical challenge is toreduce crew levels for DD(X) whileimproving sonar performance. To meetthis challenge, IUSW uses the openarchitecture of the DD(X) Total ShipComputing Environment (TSCE) toimplement advanced signal processing,using state of the art techniques inautomation, environmental adaptationand human-system interface.
Highly advanced automation is neededto continually search for underseathreats. The large undersea battlespaceand the varied threats require search-ing many acoustic beams over multiplefrequency bands, searching for variousacoustic signatures. Enhancingautomation techniques improves sonarperformance while significantly reduc-ing the number of steps a sonar opera-tor must take to search the oceanenvironment for threats. IUSW incor-porates automated detection, classifi-cation and localization (DCL) for eachacoustic sensor to minimize false
alarms and eliminate false dismissals ofvalid targets. Data fusion automaticallycorrelates acoustic sensors and inte-grates data from non-acoustic sensorsto further enhance localization andclassification performance.
Environmental adaptation dynamicallyadjusts for the ever-changing acousticenvironment in the ocean. These envi-ronmental changes dramatically affectacoustic propagation, and, if notaccounted for, will significantlydegrade sonar performance. IUSWautomatically monitors the ocean’sacoustic conditions and assesses envi-ronmental data. Using acoustic andnon-acoustic sensors to gather infor-mation, IUSW models the surroundingocean environment for acoustic propa-gation, then uses this data to set upthe sonar for optimum performanceand to alert the operator to the cur-rent acoustic scenario.
The Human-System Interface (HSI) pro-vides operators with the informationneeded to respond quickly to acousticevents. An operator must be alerted,
review the sensor information, assessthe situation and take action for eachpotential threat. With the large under-sea battlespace and multiple missions,an operator cannot review all of thedata needed to keep track of theentire battlespace. HSI techniques willreduce the workload for the operators.IUSW uses next-generation sonar dis-plays to provide for mission planning,automated alerts, evaluation tools,intelligent agents and decision aids forthe operator.
Historically, up to ten operators havebeen required to handle all of theIUSW missions – ASW, ISMA and TD.By using state-of-the-art techniques inautomation, environmental adaptationand HSI, IUSW reduces the operationsneeded to conduct these missions by80% while improving sonar perform-ance. These techniques allow twosonar operators to control the entireIUSW suite at peak performance whilesimultaneously responding to demand-ing undersea tactical situations. ■
– Tom McHale
DD(X) (continued)
Conceptual images of the Integrated Undersea Warfare System’s sensor arrays mounted in the DD(X) bowbelow the waterline.
IntegratedUndersea Warfare System
Total Ship Computing Environment(TSCE), which was defined and estab-lished as part of the transformationalvision for DD(X), is a revolutionary con-cept that integrates all of the war-fight-ing and peacetime operations of a sur-face combatant into a common enter-prise computing environment. TheTSCE also extends ashore to encompassthe maintenance, logistics, and trainingfunctions that support the deploymentof the DD(X).
At its core, TSCE defines the computa-tional characteristics of a 21st centurysurface combatant, integrating theCombat System with the Command,Control, Communications andComputers/Intelligence Surveillance andReconnaissance (C4/ISR) functions on acommon resource infrastructure. TheTSCE is an open system, designed tomeet all current and future missionsbased on evolving DD(X) operational
requirements and concepts. The TSCEarchitecture achieves these goalsthrough a combination of strategiesincluding:
• Integration of warfare domains in a multi-dimensional systemwith a common presentation and human interface
• Managed distribution of processing
• System-wide implementation ofstandards-based COTS computingtechnologies
• Integrated system views of functional capabilities
• Adoption of advanced human systems technologies for optimalmanning
• Use of standards for interconnec-tion of and interoperation amongcomponents
• Use of commercial best practicesfor publicly visible services and application programingInterfaces (APIs)
The detailed TSCE can be viewed fromtwo different perspectives. First is thephysical TSCE that includes the process-ing, network, and presentation hard-ware, which are incorporated into theDD(X). This hardware environmenthosts the ship’s functions, forming apool of managed computing resources.Most of these computing resources areCommercial Off The Shelf (COTS) commodities. The second perspectivecomprises the TSCE software, which iswhat really sets DD(X) apart from itspredecessors.
The TSCE software environment is aservice-based architecture where eachelement of the software environment(infrastructure and applications) is treat-ed as a service provider to the system.At the lowest level, a service equates toa single software object that resides in
Continued on page 14
summer 2003 13
The Total Ship Computing Environment integrates all DD(X) warfighting and peacetime operations into a common enterprisecomputing environment.
Total Ship Computing Environment
14 summer 2003
MARK RUSSELLVice President ofEngineering - IDS
DD(X) is a revolution-ary program which willdevelop the next gen-eration surface com-batant ship for the USNavy as well as redefine the way Naval shipand computing systems are architected,developed and produced. The mission areaswithin DD(X) include C4ISR, radar, sonar,mine-hunting, combat control, torpedoes,navigation, advanced air and missiledefense, land attack precision surface-to-surface strike and systems integration. Theentire Engineering organization is proud tohave contributed to this significant contractwin and to be involved in solving complexengineering problems while helping to pro-mote the security of our country.
Raytheon's role is to be the DD(X) systemsintegrator and to design, develop, and testengineering development models for theTotal Ship Computing Environment,Integrated Undersea Warfare, VerticalLaunching System, and Dual Band Radar,and engineer the results of the testing intoa fully integrated DD(X) System Design. The DD(X) integration role employs revolu-tionary development technologies that catapult Raytheon to the forefront ofSystems Engineering and Combat Systemstechnology. The technological advancesachieved will be used to upgrade otherexisting Raytheon programs and open thedoor for new customer solutions
This program provides many challengesacross the engineering disciplines. Whetheryour skills are in system architecture anddesign, software development, mechanicaldesign and advanced materials, modelingand simulation, electrical design or systemintegration and test, there are more thanenough design challenges for everyone. Inaddition to these engineering disciplinesthat have a long and distinguished historyat Raytheon, design of the DD(X) is driving
DD(X) (continued)
Total Ship Computing Environment
Continued from page 13
the TSCE. TSCE software servicespopulate all of the hardwareresources that make up the TSCEphysical environment. An applicationcan reside in a ship’s data center,shore site, or a remote access devicesuch as a PDA. The location makesno difference, as long as the deviceprovides the necessary computingresources. Services are deployed tothe TSCE, locate each other throughlookup and discovery mechanisms,and are assimilated into the softwareenvironment as peers in the servicecommunity. The vision is that servicescan join and leave the TSCE as themission requirements of the systemchange. More importantly, the systemhas the ability to move servicesdynamically when a failure or casualtyoccurs, yielding the maximum systemreliability, scalability and availability in a dynamic changing computingenvironment.
The DD(X) open standards-basedapproach to the TSCE detaches applications from hardware and software, eradicates rigid weapon-sensor pairings, and eliminates theneed for independently managed tactical software programs. DD(X),through the TSCE, is establishing the framework for the entire surfaceNavy as part of its Open Architecture(OA) initiative. Raytheon is also look-ing to extend the TSCE concept to a networked force designated theTotal Grid Computing Environment(TGCE) in support of the Navy’sFORCEnet vision. ■
– Bill Killeavy
Engineering Perspective on DD(X)
Raytheon to make use of object orientedsoftware, open architectures, data fusion,human systems interface, reduced crewsize, and training policies to take fulladvantage of the system automation andimprovements in shipboard processes.
The real value of the DD(X) program cannotbe measured just by the financial value ofthe contract. Raytheon’s number one assetis our people, and our engineers are grow-ing and benefiting from this program.During the execution of our contractualduties, we are accomplishing much morethan just completing milestones. We arelearning and growing individually and as agroup. We are sharing our knowledge andexperiences with others as mentors. We arestepping into challenging positions of sig-nificant authority and responsibility. We arerepeatedly interacting with the Navy cus-tomers and building relationships with cus-tomers, suppliers, and industry teammatesupon a solid foundation of integrity andtrust. We employ the best process method-ologies in the industry, including theCarnegie Mellon Capability MaturityModel® Integration (CMMI®), theIntegrated Product Development System(IPDS), the Earned Value ManagementSystem (EVMS), and R6σ. We are also gain-ing experience as we perform as a systemintegrator of the products developed byother teams and other companies.
The outcome of all this is the growth anddevelopment of individuals who listen,anticipate, respond, and perform today,and will raise the bar for all of our efforts inthe future. In demonstrating dedication toexcellence and developing the best solu-tions, we will attract individuals who wantto join and be part of the team. In total,our Engineering workforce is beingenhanced by our involvement with theDD(X) program.
® Capability Maturity Model and CMMI are registeredin the U.S. Patent and Trademark Office by CarnegieMellon University.
summer 2003 15
DD(X) (continued)
MIKE HOEFFLERVice PresidentDD(X)Increasingly, globalthreats to U.S. interests are multi-faceted and asymmet-
rical, ranging from terrorists to tyrants.Overcoming such threats demands newstrategies, technologies, and capabilities tocarry the battle to any enemy. DD(X)—the U.S. Navy’s next generation surfacecombat ship—will help achieve all of these objectives.
Now being developed by a national team ledby Northrop Grumman and Raytheon, DD(X)represents a major departure in U.S. Navyships. As such, it will serve as the vanguardof an entire new generation of advanced,multi-mission surface combat ships destinedfor the Navy’s 21st century fleet.
The Ultimate Land Attack ShipForemost among DD(X)’s missions is to support Marine and Joint ExpeditionaryForces ashore in the littoral (coastal) envi-ronment. DD(X) will effectively prosecutethese combat missions with continuous,precision gunfire at ranges up to 100 miles and land-attack missiles at evengreater distances.
A Stealthy Hunter-Killer Prowling the seas, DD(X) will be a fast,heavily-armed hunter-killer ship, bearing themost sophisticated suite of radar, sonar,command, control, communications, andintelligence, stealth technologies, and war-fighting systems ever assembled in oneship. So equipped, DD(X) will seek out anddestroy—or, if necessary, circumvent—anythreat, including surface ships, submarines,aircraft, mines, coastal gunfire, and missiles.
The Smartest Ship AfloatDD(X) will simplify war campaign and battlemanagement activities by integrating itsown vast array of enterprise-computingresources with those of every otherseaborne, land-based, airborne, and space-based asset of the joint services. DD(X) willassess, manage, and act on any threatfaster and more efficiently than any othership in history.
A Self-Aware Problem SolverDD(X) will automatically anticipate andresolve systemic problems due to battledamage or normal wear and tear. If some-thing vital shuts down, DD(X) will automati-cally analyze the problem and reconfigureitself to restore operations. In case of battledamage, damage control procedures, suchas fire suppression, will also occur automati-cally. In fact, DD(X) will be so automated,that it will require only one-third as manycrewmembers as current destroyers.
A Top Performer on the WaterDD(X) will be vastly different in look,design, construction, and function than anyprevious naval ship. Below the waterline, ahigh-performance, wave-piercing hull willslip quickly and easily through the waterwith a minimal wake. Above the waterline,a tumble home hull; sloped, low reflectancesurfaces; and an unobstructed superstruc-ture will minimize DD(X)’s radar signatureand befuddle any opponent. A fully-inte-grated electrical power system will driveDD(X) swiftly and silently and, at the sametime, generate enough electricity to run allon-board systems, including futuristicweapons yet to be designed.
A Tough SurvivorDD(X) will be unrivaled in survivability. Itsinherent toughness will let it carry out itsmission, sustain and protect its crew, and bringthem safely home when the mission is done.
The Bottom LineAll key DD(X) technologies are now in anadvanced state of development. WhenDD(X) sets sail, its acquisition costs willcompare favorably to those of current gen-eration destroyers. Lifecycle costs will besignificantly less due to DD(X)’s reliability,fuel efficiency, smaller crew, lower mainte-nance, and easier support. Over the longterm, DD(X) will prove itself a very soundinvestment for America—one that will playa leading role keeping us all safer throughmost of the 21st century.
From Raytheon’s perspective as lead systemsintegrator for the entire ship, the DD(X)program is full of exciting and challengingopportunities, and we want to attract thebest talent in the industry. Likewise, wewant DD(X) to be a ship on which the menand women of the Navy will want to serve.
Leadership Perspective on DD(X)
DD(X) Overview – Where We are Today
Continued from page 5
of the various electronic systemsbefore installation on the actual ships.
These developments will occur whilethe Navy moves ahead with otherderivative elements of the DD(X) family of ships: the Littoral CombatShip (LCS), the next-generation cruiserCG(X) and the next-generation aircraftcarrier CVN21. Technologies devel-oped for the DD(X) will be found onall major new naval ship design and construction projects through the end of the century.
The U.S. Navy is committed to theDD(X) program. The current planshows funding for the first ship’s con-struction beginning in 2005, with oneeach in fiscal years 2006 and 2007,two in 2008, and three in 2009. Thefirst completed DD(X) will be launchedand join the fleet in 2011.
DD(X) provides challenging and excit-ing work for Raytheon employees, andthe company fully understands theimportance of performance excellenceon the program. As a key member ofthe DD(X) national team, Raytheonenthusiastically looks forward to theday when this transformational ship—capable of defending U.S. interestseffectively around the globe well intothis century—first ventures out ontothe world’s seas. ■
– Chuck Larrabee, Gary Wolfe
MMIC chip technology at Raytheon is a
means to an end and not an end product
itself. Raytheon is designing advanced radar
and communications systems for use in
government applications and the extent to
which the performance of these systems
can be enhanced by solid state chip tech-
nology is Raytheon RF Components’ pri-
mary interest. The most compelling use of
solid state devices in Raytheon systems
occurs in large phased array radars. These
systems use, in many cases, thousands of
transmit receive channels in order to generate
and receive radar signals.
Raytheon built the
first solid state active
aperture phased array
in 1976, the Pave
Paws ballistic missile
early warning system.
Four of these systems
were built and fielded
originally, and subsequently BMEWS sys-
tems were upgraded with the same solid
state technology. Starting from this base of
phased array system technology, Raytheon
has grown to be the single most important
provider of such systems for
the government.
In the early 1990s, Raytheon built the
ground-based radar (GBR) for the U.S.
Army which serves as the basis for all
theater missile defense systems at the
present time. The Theater High Altitude
Air Defense (THAAD) is the present version,
which is now in the EMD phase. When the
current three EMD radar systems are built,
production of eleven subsequent tactically
deployable radar systems will start. In the
late 1990s, Raytheon won the contract to
build SPY-3, the Navy's modern approach
to shipboard self-defense. This system will
also use active transmit/receive modules to
transmit and receive radar signals of all
types. The chronology of Raytheon solid
state radar systems, starting with PAVE
PAWS and culminating in the artist’s sketch
of the Marine Corps Affordable GBR mobile
radar is shown in Figure 1.
In the late 1990's, Raytheon joined forces
with groups formerly belonging to Texas
Instruments in Dallas, Texas and Hughes
Aircraft Company in El Segundo, California.
These units added capability in airborne
phased array systems to Raytheon's
repertoire. The F-22 and F-18 radar systems
represent significant steps forward in terms
of functionality for airborne fire control and
multifunction systems. At the current time,
Raytheon is the leading supplier in the
world of solid state phased array systems,
based on the experience gleaned over the
last 20 plus years of activity.
Much of the solid state phased array busi-
ness depends on being able to utilize state-
of-the-art solid state components, particu-
larly in the areas of microwave and millime-
ter-wave integrated circuits. Phased array
systems, in particular, require significant
power output coupled with exceptional
efficiency in the transmit mode. They also
require relatively low noise figure in the
receive mode. This functionality is provided
by gallium arsenide (GaAs) monolithic
microwave integrated circuits (MMICs) at
the present time.
From a physical standpoint, microwave and
millimeter wave chips are completely
different from CMOS digital chips. As
currently done in Raytheon and the
industry, millimeter-wave and microwave
chips require advanced epitaxial structures
coupled with fine-line lithography in order
to achieve useful characteristics. Modern
gallium arsenide field effect transistors are
typically built on epitaxial substrates using
many layers, some as small as a single
molecule in thickness. These layers are
band-gap engineered to provide precise
characteristics in terms of sheet charge and
semiconductor mobility. Through tailoring
of layer structure characteristics, the
characteristics of the ultimate device made
on the wafer can be tailored.
Epitaxial structures are used to contain
mobile carriers in a portion of the device
called the channel. Control over these
mobile carriers is provided by a Schottky
gate structure. In general, the layer thick-
nesses used in epitaxial structures for
advanced millimeter wave devices are
measured in Angstroms, a fundamental
measurement unit for the wavelength of
light. A typical channel for pseudomorphic
high electron mobility transistors (PHEMT) is
135 Angstroms thick. Some of the layers of
the super-lattice buffer used in such devices
are as thin as 15 Angstroms. When sub-
micron geometry’s are discussed, that is the
designation given to the control element
that modulates the flow of carriers moving
through the channel at a given time. In
order to do this quickly; the time carriers
MMIC Chip Technology at Raytheon
PAVE PAWS/BMEWS (1976)
THAAD (1992)
SPY-3 (2001)
AGBR/MRRS (2003)
Figure 1. Legacy Raytheon Solid State PhasedArray Radar Systems
16 summer 2003
summer 2003 17
take to transit the channel region must be
limited sharply. This leads to the conclusion
that short channel gates are required for
microwave and millimeter wave devices.
Gate lengths on the order of 0.5 microns
are used for devices at X-band, and gate
lengths of as little as 80 nanometers are
used for millimeter-wave devices useful at
W-band. Scanning electron microscope
photos of microwave gate sections are
shown in Figures 2a and b. Figure 2a shows
a typical tee-gate structure. Figure 2b
shows a close up of the channel structure
and the bottom of the tee-gate. The neces-
sity to fabricate features on this scale places
severe stress on the equipment that must
be used to fabricate such devices. Present
processing equipment relies heavily on
e-beam lithography in order to provide
quarter-micron and shorter gate structures.
Microwave and millimeter-wave chip
technology is very definitely a niche market.
Large-scale semiconductor fabrication facili-
ties to make advanced CMOS devices typi-
cally cost in the region of five billion to
build and bring on-line. This is obviously
not an investment that a company like
Raytheon would make just to support the
relatively modest quantities involved in
government phased array systems.
Therefore, companies like Raytheon walk a
fine line between being able to provide
state of the art capability while trying to
keep costs in line with making affordable
T/R modules.
Equipment such as the e-beam lithography
tool is very expensive to procure as well as
expensive to operate and maintain. This,
however, is almost an entry-level for mak-
ing state of the art millimeter and
microwave devices at the present time.
Raytheon RF Components (RRFC), part
of the Integrated Defense Systems (IDS)
business, is presently the Raytheon facility
for providing state-of-the-art microwave
and millimeter-wave components for use in
Raytheon systems. This facility, located in
Andover, Massachusetts is capable of pro-
ducing as many as 7,500 four-inch gallium
arsenide wafers annually. At full capacity,
this facility is capable of providing T/R
module chip sets to programs for approxi-
mately $100 per channel, depending on
functionality quantities, and particular spec-
ifications. At this price point, the T/R mod-
ule GaAs MMICs are considered relatively
affordable in view of the functionality they
provide to the system.
Due to the nature of Raytheon's primary
defense business, a facility such as RRFC
must continually be reinventing its technol-
ogy to remain state-of-the-art and stay
ahead of the competition. Program wins are
heavily dependent on the ability to provide
advanced capabilities in the semiconductor
electronics going into phased arrays. When
Raytheon won the GBR program in 1991,
gallium arsenide metal semiconductor field
effect transistor (MESFET) devices were con-
sidered the current state of the art. During
that time, Raytheon was developing PHEMT
technology. The use of PHEMT technology
allowed Raytheon to offer the Army cus-
tomer substantial improvement in system
sensitivity at no increase in cost. Figure 3
shows a roadmap of the technologies that
have been developed and that are under
development at RRFC.
Figure 2a. Tee-gate pHEMT Section
Figure 2b. Tee-gate pHEMT Close-up TEM
Figure 3. Roadmap of Process Development at RRFC
300 nm
Starting in the early 1990’s with MESFET,
RRFC has migrated to virtually all PHEMT
for its present production. While PHEMT is
the present production process, RRFC has
been developing an advanced process
called metamorphic, or MHEMT. Figure 4
shows a comparison of PHEMT, indium
phosphide (InP) and MHEMT material struc-
tures. InP devices get their outstanding
electrical properties from the high percent-
age of indium (>50%) in the channel.
Typical PHEMT devices are limited to about
20% indium. The MHEMT device uses a
graded buffer layer to compensate the
strain caused by different lattice constants
between a high indium content channel
and a GaAs substrate. The result is a device
with indium phosphide performance on a
low-cost GaAs wafer. The performance of a
3-stage K-band LNA is shown in Figure 5.
Raytheon is currently in the final throes of
bringing its metamorphic HEMT or MHEMT
technology to production status. The use of
an MHEMT device allows low noise ampli-
fiers to have approximately 0.5 dB less
noise figure at X-band than their PHEMT
counterparts. This improvement in noise
figure translates directly to improvement
in receiver sensitivity, which can improve
range and detectability for a given phased
array system.
Even as the MHEMT device is being
brought into production, RRFC is working
on the next generation of device for use in
major systems in the 2010 time period.
Figure 6 shows a multifunction circuit that
integrates digital circuitry with microwave
circuitry on the same wafer. This process,
called E/DpHEMT, uses multiple etch stops
to set the depth of gates for enhancement
and depletion mode FET devices. The
resulting MMIC chips can integrate several
disparate functions onto the same piece of
GaAs, greatly reducing the parts count and
assembly touch labor at the T/R module
assembly level. A type of device that is even
farther out in development time is the
gallium nitride device shown in Figure 7.
This new type of device will use different
materials other than gallium arsenide and
will be what is known as a wide band gap
semiconductor. Wide band gap semicon-
ductor devices can support much higher
bias voltages than GaAs and therefore are
capable of delivering much higher transmit
levels than present devices.
Raytheon RF Components continues today
to develop the technologies needed for
future defense systems built by Raytheon.
Using the semiconductor devices developed
at RRFC, Raytheon has the technology
capability to go from chips to ships.
- David Laighton
Figure 4. Comparison of PHEMT, MHEMT and InP Materials
Figure 6. E/D pHEMT Multifunction chip
Figure 5. Measured Results on 3-Stage MHEMT LNA
MicrowaveCircuitry
AT25 pHEMT attenuator with digital control logic
Digital Circuitry 50%area reduction possibleusing E/D pHEMT
Figure 7. GaN HEMT Device
300 Å i-Al0.2Ga0.8N
i-AlGaN Spacer
0.3 µm i-GaN
0.1 µm AlN Buffer
SiC Substrate
high thermal conductivityhigh power handling
large bandgaplarge critical fieldhigh breakdown voltagehigh voltage operation
high saturation velocityhigh drain current
18 summer 2003
CHIP TECHNOLOGY (continued)
summer 2003 19
During 2003, Raytheon businesses are
making their integrated product develop-
ment processes compliant with the CMMI®
model requirements. CMMI is a joint
DoD/Industry project that provides a single
integrated framework for improving
processes in organizations that span several
disciplines (software and systems engineer-
ing, supply chain, program management,
etc.). Recently several Raytheon businesses
successfully passed independently-led
CMMI appraisals. Jerry Charlow from IDS
and Ann Turner from IIS, with their teams,
led their sites and organizations to the first
CMMI Level 3 appraisals.
IDS The IDS strategy to achieving CMMI com-
pliance was to leverage off existing
processes and architecture to demonstrate
institutionalization. From this strategy, two
independent teams were formed with Jerry
Charlow as the common program manag-
er. Each team underwent a formal appraisal
and successfully achieved CMMI Level 3 in
June 2003. This success resulted in IDS
becoming compliant across its business,
covering the following sites: Tewksbury,
Andover, Portsmouth, San Diego, Bedford,
Sudbury, and Huntsville. The scope of the
model used by IDS was the CMMI Systems
& Software Engineering Level 3 Model,
Staged Representation.
The IDS CMMI team, which consisted of a
wide array of disciplines, began their CMMI
planning in 2000, leveraging from the
existing software CMM capability and
maturity. The general approach for IDS was
to use the Raytheon Standard IPDS for its
procedures, processes, and enablers and
augment it with local process assets to fill
CMMI compliance gaps. In addition, an
enterprise viewpoint was used whereby in
many cases only one process asset or
training course was created for all disci-
plines (e.g.; Risk Management Plan,
Decision Analysis & Resolution Course,
etc.). This approach was significant in
doing the “I” part of CMMI, integrating
the teams/programs to look at one
plan/process and speak the same language.
This was clearly an enterprise approach
involving the following disciplines: Systems
Engineering, Software Engineering,
Program Management, Quality, Supply
Chain Management, Configuration & Data
Management, Human Resources, etc. The
programs that were part of this activity,
XBR, THAAD Radar, CCS MK2, AQS-20,
LPD-18, and CAC2S, were superb in
their support.
The benefits of institutionalizing the
process are countless. The integration of
systems and software engineering disci-
plines, the involvement of Quality to
objectively evaluate processes and ensure
their implementation, the involvement and
knowledge gained by the program offices
toward process improvement, the impor-
tance placed on training people to do their
jobs more efficiently and a general aware-
ness across the enterprise of what CMMI
is and why it is important are just a few
of these benefits.
The future of process maturity for IDS is to
integrate legacy business processes and
architectures into one common set and
implement a plan to achieve CMMI Level 4
& 5 in SE, SW, IPPD, & SS, the full extent of
the CMMI Model.
President of IDS, Dan Smith had the follow-
ing words on CMMI.“This great achieve-
ment of CMMI Level 3 demonstrates the
power and effectiveness of small focused
multi-discipline teams operating with a
common mission, specific focus, and an
ownership of success. CMMI Level 3 also
certifies the strong systems and software
engineering process embedded in
Raytheon’s IPDS and most importantly ties
to disciplined program management
required to successfully provide superior
solutions to our customers in full and open
partnership.”
IIS Garland
Intelligence and Information Systems
at Garland, Texas attained a Maturity
Level 3 rating for Systems and Software
Engineering using the staged representa-
tion of the CMMI model. The Level 3
rating was the result of a two-year effort
by the site and an independent appraisal
led by Rick Barbour from the SEISM. During
a three-week period, the appraisal team,
which included two customer representa-
tives, reviewed over 6500 pieces of
objective evidence and interviewed 95
people in 23 interviews. The focus pro-
grams for this appraisal were IDS-D,
MIND, and Viceroy. The appraisal team
identified best practices in program
management, measurement and analysis,
and supply chain management.
This achievement follows a long history of
process improvements at the Garland site.
Continued on page 20
Capability Maturity Model Integration (CMMI)
ACCOMPLISHMENTS
SMSEI is a service mark of Carnegie Mellon University.
®CMMI is registered in the U.S. Patent and TrademarkOffice by Carnegie Mellon University.
20 summer 2003
CMMI (continued)
CMMI Achievements
Continued from page 19
The approach to deploying CMMI leveraged
heavily on the Garland site’s extensive use
of IPDS, supplemented by local process
requirements documentation for critical
processes such as software, systems,
program management, quality, and supply
chain. The strategy was to manage the
CMMI effort as a program using IPDS.
Requirements were identified from gap
analysis in each process area and process
action teams were formed to respond to
the gaps. A schedule was established and
variances to the schedule were reviewed
weekly. Senior management reviewed
progress and issues monthly. Process
improvements resulting from the use of the
SW CMM, EIA-731, and CMMI led to a
42% drop in rework costs over several
years. This translates into significant cost
savings and increased award fees. “These
documented processes provide effective
tools for project management, and in turn
will reduce development risks, enabling on
time delivery of quality products to our cus-
tomers,” said David Terrell, Viceroy program
manager. The focus on CMMI has brought
together previously separate discipline
approaches based on different process
models. An enterprise approach to CMMI
was the key to success. “Strong manage-
ment support led to critical alignment in
organizational processes and their associat-
ed behaviors. Integration must occur at all
levels of the organization to produce the
desired impact on program success.”
So, what is next for Garland? "We are
proud of this accomplishment” said Mike
Keebaugh, IIS president, “but we must not
rest on our laurels. Achieving the CMMI 3
rating is not an end in itself. Our competi-
tors are also hot on the trail of CMMI levels
above 3. The customers in our markets are
already expecting that their potential part-
ners will be CMMI 3 or above. So, simply
having the rating will soon no longer be a
discriminator. We must use all the process
tools and best practices available to us so
that we can reach our goal of becoming
the No. 1 intelligence and information solu-
tions provider."
– Jerry Charlow, Dan Nash, Ann Turner
PROCESS AND TOOLSNOONTIME SEMINARSERIES
What’s going on in the world ofRaytheon process and tools? Findout by attending the RaytheonEngineering Common Program(RECP) sponsored Process and ToolsNoontime Seminar series, right fromyour desktop. The seminars are bothinsightful and interactive. Hosted livetwice per month on Thursdays from12:00-1:00pm and again from 2:30-3:30pm (EDT), guests from all overthe country present a variety of top-ics that give the viewer a “sneakpeek” into what processes and toolsare being integrated into our work-ing culture throughout Raytheon’sbusinesses. At the end of each pres-entation, viewers are encouraged tosubmit their questions via the semi-nar’s feedback tool for a liveresponse from the presenter.
The seminars are presented via livewebcasts that can be accessed fromthe following URL: http://home.ray.com/rayeng/news/ptsem.html. The presentations are also recorded foron-demand viewing at a later time.If you are interested in presenting a topic for a future seminar, contact Lee Ann Sousa by phone(508) 490-3018 or [email protected].
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
* Data sample not statistically significant for 1998 and 2000
IIS Garland Rework Improvement
1995 1996 1997 1999* 2001 2002
Nor
mal
ized
Rew
ork
Hour
s Ex
pend
ed
summer 2003 21
DESIGN FOR S IX S IGMA - PREDICT AND PERFORM – DRIVE WASTE OUT
Design For Six Sigma (DFSS) is a
subset of Raytheon Six Sigma
focused on product design. It
involves creating the appropriate
balance between affordability,
product performance and pro-
ducibility to maximize Customer
Value and Raytheon’s profitability.
In order to create this balance, we
must have a good understanding
of each component. Through
DFSS, we can predict, model and
control the variability of these
components during product design
and development.
DFSS is not a process in and of itself.
DFSS is embedded in our design process,
IPDS. It helps us to optimize the elements
of IPDS Stages 1, 3, 4 & 5. These are the
stages that lead us through product design
and development. Stage 2, Project
Management, Planning and Control is
focused on Program Management and not
directly on the design of the deliverable.
We use other R6σ tools and techniques,
such as Critical Chain, to optimize Stage 2.
Stage 6, Production and Development and
Stage 7, Operations and Support are
focused on post-design activities. Again,
we use R6σ to optimize these Stages. Let’s
take a closer look at Stages 1, 3, 4 & 5.
Stage 1: Business Strategy Execution
At first glance, you might ask yourself why
DFSS is included in Stage 1. Business
Strategy Execution is focused on proposal
and capture. However, most of you will
agree that the majority of the time, the
design concept, and maybe even key ele-
ments of the design, are locked in at the
time of capture. As engineers, do we have
a true understanding of our customer’s
needs as we move from proposal/capture
into requirements and architecture develop-
ment? It is imperative to involve our sys-
tems architects very early in the IPDS cycle
to clearly understand customer needs if we
are to properly translate these needs into
performance requirements and begin the
allocation process.
We begin to use DFSS in Business Strategy
Execution to optimize 1-02, Program
Capture/Proposal Development. We start
with Customer Centric Thinking. We use
these concepts to truly understand the cus-
tomer needs, define customer requirements
that will fulfill these needs and understand
and manage customer perceptions. Quality
Function Deployment (QFD) is a great tool
to use for customer requirements. Critical
Parameter Management (CPM) provides the
linkage between our customer require-
ments and performance requirements. As
we explore different design concepts, we
can use other DFSS tools such as TRIZ and
affinity diagrams/KJ Analysis. We can also
start exploring re-use options through
benchmarking across Raytheon businesses
and industry.
This should leave us with a very clear
understanding of our customer’s needs
as we move into Requirements and
Architecture Development.
Stage 3: Requirements and
Architecture Development
This is where the heart of Design For Six
Sigma resides. The soul is in Stage 1, the
heart is in Stage 3. As we begin to develop
the system architecture, the Program
Systems engineer would use DFSS to begin
statistical requirements analysis. This entails,
building models, characterizing and opti-
mizing the input variables, determining the
impact that the inputs and their variation
have on the system, analyzing the outputs
and allocate variability. DFSS brings statisti-
cal analysis into the picture and allows us
to predict the performance of our system.
But do we have time for this? Let’s see…
At the core of every design is a model.
That’s what engineers do. Building models
is the most time-consuming element of sta-
tistical requirements analysis; and now we
have a way to optimize these efforts. (DFSS
helps us optimize the remaining steps.)
Engineers know the input and response
variables. By using statistical methods to
characterize those input variables that
introduce variation, we are able to optimize
the input much more effectively, explore
more design options and make selections
with a greater level of confidence. Without
statistical models of the input variables,
how can we really understand the
response? We cannot. So let us re-ask the
question. Do we have the time NOT to do
DFSS? NO!
Continued on page 22
“DFSS is grounded on the pillars of
customer focused marketing—using
customer requirements to drive
performance excellence—building
relationships by understanding our
customer’s needs from the proposal
and capture phase throughout the
total life cycle into operations and
support —listening, being proactive,
providing superior solutions.”
Greg Shelton, Vice President, Engineering, Technology,
Manufacturing and Quality
Design for Six Sigma
Continued from page 21
Here’s an example of applying statistical
design methods to a “problem” that was
identified using a traditional design approach.
Boresight Example:
A traditional worse-case tolerance analysis
indicated that all of the MK-47 sensors
would require a mechanical alignment. Jeff
Gilstrap, a senior system engineer from
NCS, was brought in to do a boresight
analysis. Jeff had recently attended the first
session of the R6σ for Design Practitioner
Track and saw an opportunity to use the
Statistical Design Methods he learned in
class to accomplish the following design
objectives:
• Determine if boresight requirements
could be achieved with hard-mount-
ed cameras and Laser Rangefinder
(LRF)
• Establish the optical and mechanical
parts tolerances required to achieve
boresight requirements.
Jeff constructed a detailed model of the
complete optical system and performed a
Monte Carlo simulation with Six Sigma
manufacturing tolerance distributions (vari-
ability) for all of the optical elements and
mechanical part features. Fabrication
process capabilities were obtained from
PCAT. This model can now be reused or
modified for similar applications. Using the
model and the statistical methods from
DFSS, Jeff was able to verify that:
• Both cameras must be aligned at
assembly due to wide tolerance
ranges
• The LRF could be hard-mounted,
avoiding a costly alignment mecha-
nism and procedure
What if we had used statistical design
methods from the beginning? Do we have
the time NOT to use DFSS? Again, NO!
Another DFSS technique that can be used
to generate preliminary System and Product
Design concepts is TRIZ. TRIZ, a Russian
acronym for Theory of Inventive Problem
Solving, is a philosophy and methodology
for solving technical problems using inven-
tiveness and creativity. TRIZ was developed
by Genrich Altshuller and his colleagues in
the former USSR starting in 1946, and is
now being developed and practiced
throughout the world.
Stages 4 & 5: Detailed Design and
System Integration, Test, Verification
and Validation
The body of DFSS resides in Stages 4 & 5.
The design concepts are defined, require-
ments are clearly understood and have
been allocated and the preliminary designs
are complete. Now it is time for the
detailed design work, with a strong focus
on Producibility and Affordability. We con-
tinue to use the DFSS concepts and tools
that we used in Stages 1 & 3, as appropri-
ate. Other DFSS tools we might consider
are Design For Manufacture and Assembly
(DFMA), Design Of Experiments (DOE),
Process Capability Analysis Tool (PCAT),
Design To Cost (DTC) and Cost As an
Independent Variable (CAIV), Capability
Analysis, Test Optimization, Test Error
Allocation, Combinatorial Design
Methodology, Markov Chains, etc.
It is in Detailed Design and System ITV&V
that we achieve the balance between
Product Performance, Affordability and
Producibility that provides Customer Value
and maximizes our profitability.
I know what you’re thinking, “How on
earth can you possibly expect me to use all
of those tools and design a system in a
reasonable amount of time?!” A common
22 summer 2003
“At it’s heart R6σ is about seeking perfec-
tion, looking current reality in the eye
and then using appropriate tools to close
the gap. R6σ in engineering is no differ-
ent except perfection is defined by cus-
tomer value, in terms of ever aggressive
performance of our products and services.
Taking a facts and data approach, using
predictive tools, to quantifying current
performance levels and then using these
predictive techniques as a part of the
engineering processes, as we strive to
deliver solutions, is R6σ in engineering.”
Jon W. McKenzie, Director Six Sigma Institute
DFSS (continued)
R6σσ in Product Developmentis defined as our ability to predict andperform to our customer requirements,quantify variation and understand thesource of that variation. There are fourareas of interest to our customers andprograms. Program Managers andEngineers must constantly evaluate theseareas and balance with customer value toassure a successful execution of a program.
Product Development Schedule – Ourability to plan and execute that plan inthe development of products and services.
Product Development Cost – Our abilityto predict the cost of the development ofthe products or services and then performto those predictions.
Product Performance – Our ability to predict how our products will performwhen fielded. The prediction is done onkey technical parameters, often driven byidentified risk on the program. Manytimes these predictions are done withModeling and Simulation.
Product Cost – Our ability to predict thecost of the production of a product or theoperational and maintenance cost associ-ated with the product.
Design for Six Sigma specifically refers tothe dimensions of Product Performanceand Product Cost.
The More You Know About DFSS…
References:
“Engineering of Creativity:Introduction to TRIZ Methodology ofInventive Problem Solving”, SemyonSavransky, CRC Press LCC, 2002
“And Suddenly the Inventor Appeared”,Genrich Altshuller, TechnicalInnovation Center, 1996, 2nd ed.
“Design For Six Sigma”, Creveling,C.M., J.L. Slutsky, and D. Antis, Jr.,Prentice Hall PTR, 2003
To accept this challange, join theDFSS Community of Practice bycontacting:Lynda Owens [email protected]
Herrick [email protected]
DFSS General Information:
R6σσ Institute:Brian Morgan [email protected]
IDS: Wayne [email protected]
IIS: Karl Arunski [email protected]
MS: Lou Vetoe [email protected] [email protected]
NCS:Lynda Owens [email protected] Johnson [email protected]
RAC: Otto [email protected]
RSL Derek [email protected]
RTSC: Patty [email protected]
SAS: Nancy [email protected] [email protected]
summer 2003 23
misconception is that we have to use all of
the tools. Using all of the tools would take
too long and cost too much. As a design
engineer, you are expected to use the right
tool at the right step of the process to pro-
vide the right amount of balance between
Performance, Affordability and Producibility.
This is a call that only you can make. So
how do you make the right choices?
When choosing the appropriate DFSS tools,
your past experiences will play a huge role.
But knowledge of the toolset that is avail-
able to you is also important. That is where
learning new skills comes in. A Practitioner
Track has been developed to help you inte-
grate R6σ concepts and tools into the
design process.
The R6σ for Design Practitioner Track was
developed for design engineers and R6σExperts that are involved in the design
process. In this session, the participant will
learn about DFSS through discovery of new
concepts, case studies and application
through simulations and exercises. Our
intent is to provide the skills and the con-
text for engineering practitioners to recog-
nize and apply appropriate R6σ tools in
optimizing product design. This is a pull
system, not a push.
The R6σ for Design Practitioner Track is
broken into two sessions. The first session
(four days) focuses on Stages 1 & 3 and on
the systems architects and systems engineers.
The second session (four days) pertains to
detailed design efforts. The first two days
focus on detailed design of the hardware.
The second two days focus on software
design. Systems architects, engineers and
R6σ Experts should plan to participate in all
eight days. Detail designers should plan to
participate in the first session and choose
either the hardware or software piece of
the second session for a total of seven
days. For more information on the Design
For Six Sigma Practitioner Track go to:
http://homext.ray.com/sixsigma and
click on the Six Sigma Practitioner Track
Brochure icon.
Our ultimate challenge as engineers is to
“Predict and Perform”.
R6σ, as deployed today, is very much a
reactive improvement strategy. We find a
problem and resolve it. We have to mature
to a much more proactive approach by
engaging early in the design. Our challenge
is to prevent problems rather than fix them.
Our ability to predict and then perform
against those predictions forms the founda-
tion of design excellence. Are you ready to
accept this challenge?
- Lynda Owens
View Point
DFSS offers several key advan-tages to statistical analysis.
• Better accuracy – use of sim-ulation instead of estimation.Can specify inputs as distribu-tions. Models more closely
represent the real product. Worst caseanalysis typically results in over-design.
• Greater insight – worst case and MRSScalculations yield no statistical data.
• Greater analysis capability – improvedsensitivity analysis, ability to easilychange input parameters and obtainquick results for “what if “ scenarios.
• Greater calculating power – spread-sheet-based analysis tools provide pow-erful and flexible calculation capabilityand more efficient management oflarge amounts of data and calculations.
Jeff Gilstrap, senior principal systems engineer, NCS, Plano, Texas.
NEW CHAIRS FOR TECHNOLOGY NETWORKS
Greg Shelton, vice president of Engineering, Technology, Manufacturing, and Quality, ispleased to announce the following appointments.
Walt Caughey MECHANICAL AND MATERIALS TECHNOLOGY NETWORK (MMTN)
Walt Caughey joins the Leadership team after having served with Integrated Defense Systems in Sudbury,Mass. Before coming to Raytheon, Walt spent many years as an airframe structural engineer at GrummanAerospace, and as a project engineer at Teledyne Materials Research. At Raytheon, Walt has held a variety ofpositions including lead mechanical engineer on the SM-2 Block VA radome development and the SM-3 thirdstage rocket motor (TSRM), lead engineer on the Patriot missile radome and rocket motor, and participant ofthe ME invention disclosure review subcommittee. Walt holds a BSME from Manhattan College and a MSMEfrom Polytechnic Institute of Brooklyn.
Randy Conilogue RF SYSTEMS TECHNOLOGY NETWORK (RFSTN)
Randy Conilogue, an engineering fellow, joins the Leadership team after having served on the Transmitters,Receivers, Exciters, and Data Link Department and the Radar RF Design Center. His past experience includesover 27 years in project and line management, circuit design, and device characterization. Randy’s past posi-tions have ranged in areas that have developed his expertise in the designing of several high-performance analog and digital ASICs to receiver subsystem design. His achievements have included the awarding of several patents as well as individual achievement awards. Randy received his BS, MS and PhD all in ElectricalEngineering from UCLA.
Kenneth Kung SYSTEMS ENGINEERING TECHNOLOGY NETWORK (SETN)
Kenneth Kung, a certified Raytheon Six Sigma Expert, joins the Leadership team after having served as theengineering fellow for Network Centric Systems in Fullerton, Cailf. His expertise encompasses a variety of subjects including information system security, integrity, availability, network communications, front-end systemrequirements and analysis, operational concept definition, and system and software design, development, testand deployment. Kenneth is a valuable asset to the company and has participated in, as well as led, manyimportant projects over the past 25 years, including the awarding of 8 patents. Kenneth received his BS inElectrical Engineering, his MS and PhD in Computer Science, all from UCLA.
NE W SI X S I G M A MA S T E R EX P E RT S
24 summer 2003
In the News
In her newly appointed position with Corporate Engineering, Technology, Manufacturing, and Quality, Mia willreport directly to Greg Shelton as she provides Raytheon Six Sigma support to address urgent issues as well asenhance performance of the operations and quality communities at a systemic level. Mia will remain with theRaytheon Six Sigma Institute, as well, where she will continue to serve as architect for the 2003 Expert curriculum.
Mia has been part of the Raytheon family since 1985 when she began with the former Texas Instruments.Throughout the years Mia has served as a Manufacturing Engineer, Shop Facilitator/Production ControlSupervisor, Continuous Flow Manufacturing (CFM) Consultant, and finally, as a Raytheon Six Sigma Expert.With her exceptional management, problem solving, innovative thinking, leadership and change managementskills, Mia has become a valuable asset to Raytheon and is sure to be a great contributor to the team. Miaholds a BS in Industrial Engineering from the University of Iowa.
Mia McCallumRaytheon Six SigmaMaster Expert
summer 2003 25
New Look forEngineering, Technology,Manufacturing and Quality
The Engineering, Technology, Manufacturing
and Quality Web site has a new look
thanks to a recent makeover. The site
(http://home.ray.com/rayeng/) now includes
spotlight features, improved navigability and
better organization of featured content and
One Company initiatives. The update to the
Web site also includes Manufacturing and
Quality pages.
We will continue to upgrade and improve our
site as well as provide new features in the
coming months. We invite you to visit the
Engineering, Technology, Manufacturing and
Quality site and to share your comments and
suggestion with us using the feedback link on
the left side navigation pod or directly at:
JOHN RIEFF APPOINTED NEW CHAIR FOR THE SYSTEMS
ENGINEERING AND TECHNOLOGY COUNCIL (SE&TC)
Raytheon Engineering and Technology is pleased to announcethat John Rieff has been named chair, Systems Engineering andTechnology Council (SE&TC).
As the SE&TC Chair, John’s responsibilities will encompass a variety of tasks all aimed at promoting One Company solutionswhile meeting the needs of our customers and businesses. Tasksinclude the coordination and facilitation of the SE Council meet-ings, representing the SE Council on the CMMI Steering Team,
functioning as a liaison between the various business units, and assisting in local SEresources throughout Raytheon that can provide assistance during pursuits and proposalpreparation.
John is the section manager for Systems Engineering Process and Operations for theGarland site, which is part of the Intelligence and Information Systems Business. Johnsupports engineering-wide initiatives related to systems engineering, cost estimation,process improvement, object-oriented technologies, and architecture-based develop-ment. He is one of the co-authors of the Raytheon Enterprise Architecture Process(REAP). John is also a member of the COSYSMO Working Group which is developing aparametric cost estimating model for Systems Engineering as well as a representative onthe INCOSE Corporate Advisory Board.
John received his Bachelor of Science degree from Iowa State University, and his graduate and post-graduate degrees from Iowa State University, University of Iowa, andUniversity of Texas.
John is replacing Dan Dechant who has completed his term. Dan will continue to workas director of the 1000-person, IDS Systems Architecture, Design and IntegrationCenter. He will also continue on the council as the IDS representative.
Please help us in congratulating John in his newly appointed role and in thanking Danfor his dedication and commitment.
Brian will report directly to Greg Shelton in his newly appointed position with Corporate Engineering, Technology, Manufacturing, and Quality. Brian’s duties will be to provideRaytheon Six Sigma support to address urgent issues as well as enhance performance of the operations and quality communities at a systemic level. Additionally, Brian will remainwith the Raytheon Six Sigma Institute where he will continue to oversee the deployment of Design for Six Sigma (DFSS) throughout Raytheon.
Brian has been a devoted employee since 1984 when employed with the former Texas Instruments, at whichtime he began his career as a mechanical design engineer. Throughout the years his experiences have spannedpositions such as design engineer, program manager, and finally as a Raytheon Six Sigma Expert. Before assum-ing his current position, Brian was Program Manager for both the Multi-Spectral Targeting System (MTS-B)development program and the Predator Rapid Reaction Program. Brian holds a BS in Mechanical Engineeringfrom Tulane University.
J. Brian MorganRaytheon Six SigmaMaster Expert
Applying IPDS to the Corporate Relocation Project
26 summer 2003
IPDS best practices
Raytheon’s Integrated Product Development
System (IPDS) is the way we do business,
from strategic planning through operations
and support. The Corporate Relocation
team, under the management of RTSC’s
Sandy Wilk, proved that IPDS can be easily
implemented on an atypical program. The
end result of using IPDS is the same—
predictability—schedule execution as
planned—on time and on budget, while
meeting customer expectations.
In October 2002, Raytheon began construc-
tion of its new Global headquarters in
Waltham, Mass. The new facility is 150,000
square feet and will employ approximately
350 Raytheon headquarters employees. The
completion date for the project is scheduled
for October 27, 2003. The project consists
of managing the construction activities as
well as coordinating the move of employees
from both administrative buildings on the
current Lexington Campus (125 and 141
Spring St.). The first phase of moves was to
vacate and relocate most of the employees
of 125 Spring Street to a renovated portion
of the Waltham East facility, also funded by
this project. The next phase will be to
vacate 141 Spring Street and move into the
newly constructed building at Waltham
Woods in Waltham, Mass.
It was important to achieve success on this
project right from the start. The budget and
schedule were extremely tight and meeting
the needs of the customer was critical. The
contract was complicated with legal terms.
There were two purchase and sale agree-
ments; one for construction of the new
building and one for the sale of the existing
Lexington campus, together with a lease
agreement for the land on which the new
Global headquarters would be built. There
were also state-of-the-art technology
requirements for the facility as well as secu-
rity requirements appropriate for a defense
company.
Like many projects, there were risks that
needed to be managed. The construction
schedule spanned less than a year, which is
very aggressive for construction of an office
building. The current corporate headquar-
ters had been sold and rent was being paid
in Lexington. The project budget was limit-
ed to the money gained from the sale of
the Lexington facility. The building was
being constructed as the headquarters for
the fourth largest defense firm, which
necessitated the inclusion of many security
requirements that are not typical for an
office building.
When the Corporate Relocation project was
kicked off, the decision was made to treat
the project like any other Raytheon program
by implementing IPDS to assure a successful
outcome. Processes and tools, used on
other Raytheon projects, were applied such
as Earned Value Management System
(EVMS) and Risk Management. IPDS was a
new and unfamiliar approach for those
involved in construction projects, including
a program management team, which had
to quickly learn about IPDS. To help imple-
ment IPDS, a deployment specialist was
hired full time for the life cycle of the project.
Initially the product structure for the
Corporate Relocation was determined. This
included constructing a building and mov-
ing. From the product structure, a Work
Breakdown Structure (WBS) was created,
then broken down further into an
Integrated Master Plan (IMP). From this,
details were added to create an Integrated
Master Schedule (IMS). This WBS approach
was also used to track earned value and
provides a consistent structure to track cost
and schedule performance. Figure 1 sum-
marizes the WBS approach.
An Integrated Product Team (IPT), including
representatives from many of headquarters’
functional areas, was formed to address
specific parts of the building. Points of con-
tact for each function were identified to
ensure a smooth transition to the new
headquarters. Figure 2 shows the initial IPT
structure. New IPT’s are created as needed.
An IPDS Gate Plan was developed for the
project, beginning with the Gate 5 Start-Up
meeting. The architect and the construction
project management team were invited to
participate in the development of the
program plan to prepare for the Gate 5
meeting. This plan provided the necessary
summer 2003 27
discipline in setting up the proper project
elements to ensure a successful execution
of the program, including a tailored Gate 5
checklist. In the Start-Up meeting, the
Product WBS, EVMS approach, Risk
Management Process, IMP/IMS and several
other applicable plans for the project were
presented and reviewed. In reviewing the
Gate 5 checklist, the team discovered sever-
al measures that could be applied to help
broaden their understanding of what need-
ed to be accomplished.
Several requirements
reviews were held in
preparation for the
Gate 6 System
Functional review.
Gates 6 and 7 were
combined into a
System Functional/
Preliminary Design
Review and the Gate 8
Critical Design Review
was conducted by reviewing the design in
each room of the building.
In preparation for the move of employees
to Waltham East, a Gate 9 Readiness
Review meeting was
conducted to ensure
that we were ready for
the move. A second
review will be conduct-
ed prior to the move to
the new Waltham
Woods facility.
According to Paul
Simpson, executive
sponsor of the project,
“… no matter the end
product—a radar, a
building, a ship system —having a disci-
plined process like IPDS keeps everyone
focused, and makes the team think through
each step in advance. As long as there is
some kind of end product, and that can
include a service, then IPDS can be applied
as a means of structuring the approach.
It helps you ask the right questions,
although you still have to go find and
then take responsibility for the answers.
It’s like a checklist, and it can work on any
size program.”
Following the IPDS process helped the
Corporate Relocation team create an inte-
grated product and team structure that
merged the EVMS approach and the func-
tional tasks identified in the IMS to achieve
success. By following a disciplined
approach, the team combined all manage-
ment tasks into an organized, structured
format to better execute project goals. This
has resulted in the sustainment of a greater
than 1.0 CPI from the inception of the
project. Figure 3 shows the CPI/SPI trend.
The building was erected amidst a difficult
New England winter and spring season
and is still on schedule for an October 27,
2003 opening.
– Ilene Hill
Figure 2. Corporate Relocation IPT Structure
Figure 1. WBS Approach for the Corporate Relocation Program
Figure 3. CPI/SPI Trend Chart
1.18
1.14
1.1
1.06
1.02
0.98
0.94
0.9
0.86
0.82
0.86 0.88 0.90 0.92 0.94 0.96 0.98 1.00 1.02 1.04 1.06 1.08 1.10 1.12 1.14 1.16 1.18
SPI
Performance Overview
CPI
Behind Schedule and Underspent
Ahead of Schedule and Underspent
Target Area
11/0212/021/035/03 6/03
4/039/02
2/03
10/02
Behind Schedule and Overspent
Ahead of Schedule and Overspent
PROGRAM•Corporate
Relocation
PROJECT•Base Building• Interior Fit-Out•Building
Acceptance•Move•PMO
COMPONENT•Design Plan•Permit/Approval•Build• Furnishings•etc…
TASK•Design development•Construction Documents•Start Construction•Top Out Steel•Purchase Furniture•Plan Alternate Moves•etc…
SUB-TASK•Review Design• Install Misc. Steel• Provide Security Systems•Remove Surplus Partitions•etc…
FUNCTIONAL GROUP•Facilities• IT•Security• Legal•EH&S•etc…
L1.L2.L3.L4.L5.L6
28 summer 2003
Distinguished Level Awards Ceremony
On May 20, 2003, Raytheon’s highest quality honor was bestowed upon five
individuals and ten teams from across Raytheon’s businesses. Awardees
and their guests gathered at the Marriott hotel in Burlington, Mass. to
celebrate their accomplishments with key Raytheon leadership figures.
Dan Burnham, Raytheon chairman and former CEO, and Bill Swanson, president, who suc-ceeded Mr. Burnham as CEO July 1, hosted the evening. After a cocktail reception in thefoyer, the evening’s emcee, Pat Coulter, vice president of communications, Government &Defense, welcomed everyone to the ceremony.
Greg Shelton, vice president of engineering, technology, quality and manufacturing,opened the evening by stating, “One of the big things that I think is important tonight iswe’re honoring the big “Q” — the quality beyond just the quality organization, it’s reallyhonoring quality across our company. Raytheon Six Sigma has been a rallying point for thiscompany for the past 5 years. As you know, we’re also incorporating CMMI to drive higherlevels of achievement in the process control and disciplines of execution across our pro-grams. We’re using IPDS to drive program management, engineering, supply chain, quality,and operations. Many of you receiving the quality award tonight have used Six Sigma inyour processes. Excellence through Six Sigma has become a culture here at Raytheon.”
Gerry Zimmerman, vice president of corporate quality, presented the first 2002 QualityExcellence Award to Dan Burnham, and stated, “For leading the Raytheon Six Sigma culturalrevolution, for relentless pursuit of excellence, and for motivating all of us to look in themirror, and not look up, Dan, I’d like to present you with our first 2002 Quality ExcellenceAward.” Burnham graciously accepted the award, and began his moving keynote address.
“Quality is indivisible, it’s key to everything that we do. Sure, Six Sigma is quality and I’m aSix Sigma guy, but there’s nothing antithetical between quality and six sigma — they aretwo peas in a pod. And I’m talking about quality with that big “Q”.
“What do we want to do next? What we want next is for the quality organization to be anorganization of power, an organization that’s defining excellence for us. Excellence that wecan see, that we can measure, and that we can assess.”
“What a great opportunity (for) those of you in the quality departments — you have ahuge opportunity to drive this company forward. Take full advantage of it. We need tocontinue to develop this culture of quality — not just a set of data but a whole culture thatengages and energizes every single part of the business. Every aspect of the way that weanticipate and respond to the customers’ needs — it’s all part of this seamless web.”
“We take responsibility — we know that this isn’t just a business we’re in; we are a national treasure. We’re a national asset. We make our country a better place to live. Wehave a huge responsibility in this wonderful institution called Raytheon.”
“You’ve put the customers and your teams first, sometimes requiring a lot of sacrifice onyour part. And you’ve worked as One Company, leveraging all of our strengths, providing
summer 2003 29
superior solutions to our customers. Qualitysolutions, quality processes, quality people,reduced costs, increased producibility,improved customer relationships — all ofthis is quality with a big “Q”. It is ourwhole raison d’être; it’s our reason forbeing here. The kind of quality that you’rebeing recognized for is teachable, it’s replic-able, it’s sustainable, and it’s expandable.You’re going to have an obligation toteach, and to show, not to pontificate, butto be Raytheon’s quality leaders, our teach-ers, and our mentors. What a wonderfulrole for you to be in! But what an obliga-tion as well. We are going to be a companythat all the others aspire to be. Thank youto each and every one of you.”
Dan Burnham’s address was well receivedby everyone in attendance. Following theawards presentation, several awardeescommented on the ceremony and thankedthe leadership team for bringing themtogether.
As Sandy Kukurba from Raytheon MissileSystems (RMS) said, “I thought the eventwas just incredible; to be able to be in thesame room with the executive leadershipteam and Dan Burnham and Bill Swanson— it just shows how much quality meansto the company.” Additionally, Matt Kehret,also from RMS, said, “It’s really great to seethat Raytheon is so interested in quality andis dedicated to making sure that theiremployees are committed to quality.”
– Siobhan Lopez
2002 QUALITY EXCELLENCE DISTINGUISHED AWARD WINNERS
Integrated Defense Systems Michael R. Klein (formerly RCE)Performance Excellence CMM Level 4 John McCarthy, Richard Ortiz, Paul Savickas, Edwin Schulz, Robin Shoop
Intelligence & Information Systems IIS Quality Management Team Nancy Crawford, John Matras, Ronald Myers, Christie Porter, Kenneth Wise
Missile Systems Raytheon Multi-Program Cost Model TeamRhonda Feltman, Matt Kehret, Quentin Redman, George Stratton Multi-Product Factory Yield Improvement Team Francisco Castro, Sandy Kukurba, Stephen Malfitano, Henry Molina, Loren Sadler Operations/Engineering Producibility Engagement/Sigma Scorecarding Team Paul Curdo, Lewis Lane, David Lipovsky, Eric Maiden, David Ufford
Network Centric Systems Hope Miller Terry Patterson
Raytheon Aircraft CompanyElectronic Squawk Data Recording Team Jeane Bird, Jeremy Bodecker, Joe Howenstein, Steve Peters, Billy Wilda
Raytheon Systems LimitedAPG65 Hybrid Recovery TeamGerry Curran, Kenny Dalgeish, Harry Millar, Azad Murdochy, Allan Walker
Raytheon Technical Services Company Charles S. Stevens
Space and Airborne Systems Property Contractor Self-Oversight (CSO) William Kanatsky, Jr., James Dobbin, Johnnie Coleman, William Gertsch, Mark Weeks IPDS Gating Team Emily Friedman, Charles Kelly, Jarel Wheaton, Rey Rojo, Adeline Chappell RF Feed Development Team Phillip Richardson, William Fogg, Michael Godfrey, Miguel Arellano, Tee Phelps
Thales Raytheon Systems Johnes Bessent
30 summer 2003
At Raytheon, we encourage people to
work on technological challenges that keep
America strong and develop innovative
commercial products. Part of that process is
identifying and protecting our intellectual
property. Once again, the United States
Patent Office has recognized our engineers
and technologists for their contributions in
their fields of interest. We compliment our
inventors who were awarded patents from
April through June 2003.
U.S. Patents Issuedto RaytheonON-LINE INTELLECTUAL PROPERTY CENTER INAUGURATED
Commenting recently on the company’s future, Corporate Intellectual Propertyand Licensing Vice President Glenn Lenzen predicted that “Raytheon’s leadingtechnological position will be based upon a strong intellectual property portfolioconsisting of patents, trade secrets and know-how.”
A high-technology company that generates cutting-edge products and technolo-gies must be able to identify, protect and leverage its intellectual capital. To helpachieve these goals and to reinforce a One Company philosophy, a Raytheon corporate team led by Lenzen has created a new Raytheon Intellectual PropertyCenter (RIPC) intranet site at http://appus-as02.app.ray.com/rtnipcenter.
The site provides employees with a centralized resource for all kinds of intellectualproperty information. Individuals are strongly urged to use the site to file inven-tion disclosures electronically. The RIPC site also enables users to search Raytheon’sentire IP portfolio.
Another important feature is the Leveraging IP module, which allows users to sub-mit ideas for new technology applications that fall outside of the Company’s coredefense business. The Technology Map module, currently under construction, willlink Raytheon’s intellectual property to key technology areas, and to the variousRaytheon businesses, business units, and geographical locations that are stake-holders in the IP supporting these technologies.
The site also has a number of useful links listed on the left-hand side of the page.These include:
• IP Background, which contains aseries of introductory presentationson subjects such as IP ownershiprights, copyright and patent training.
• Policies and Procedures, a library ofCompany IP policies and procedures,including information regarding theclearance of technical papers for pres-entation or publication and aTechnical Publications ClearanceRequest (TPCR) form, and require-ments and procedures for control ofCompany most private, Raytheon pro-prietary and competition sensitiveinformation. This link will be updatedas revised policies and proceduresbecome available.
• Directories of IP&L staff and members of Patent Evaluation Committees.
This site can answer many frequently asked IP questions and provide easy accessto information. Everyone is encouraged to visit the RIPC and become familiar withthe many resources it has to offer.
– John Moriarty
summer 2003 31
ELVIN C. CHOU JAMES R. SHERMAN 6542048 Suspended transmission line with embedded signal channeling device
JAMES E. BIGGERSKEVIN P. FINNRICHARD A. MCCLAIN, JR.HOMER H. SCHWARTZ, II6542879 Neural network trajectory command controller
ROBERT A. BAILEYCARL P. NICODEMUSBRADY A. PLUMMER6543328 Convertible multipurpose missile launcher
DAVID T. GREYNOLDSWILLIAM E. HUNTVERNON W. MILLERVINCENT A. SIMEONE6543716 Shipboard point defense system and elements therefor
IRL W. SMITH6545563 Digitally controlled monolithic microwave integrated circuits
WAYNE N. ANDERSONANDREW B. FACCIANOPAUL LEHNER6548794 Dissolvable thrust vector control vane
MICHAEL BRANDJAN S. GALLINA6549112 Embedded vertical solenoid inductors forRF high power application
JAMES T. HANSON6549158 Shipboard point defense system and elements therefor
WAYNE ANDERSONJOHN HEROLDKEVIN W. KIRBYANTHONY JANKIEWICZFRANK JUDNICHJOHN J. VAJOCARLOS VALENZUELA6551663 Method for obtaining reduced thermal flux in silicone resin composites
BLAKE G. CROWTHERDEAN B. MCKENNEYSCOTT W. SPARROLDMICHAEL R. WHALENJAMES P. MILLS6552318 Sensor system with rigid-body error correcting element
JAMES P. MILLS6552321 Adaptive spectral imaging device and method
RICHARD W. BURNSDONALD A. CHARLTONTHOMAS M. SHARPE6552626 High power pin diode switch
RAY B. JONESBARRY B. PRUETTJAMES R. SHERMAN6552635 Integrated broadside conductor for suspended transmission line and method
CHARLES L. GOLDSMITHDAVID H. HINZELLLOYD F. LINDER6559530 Method of integrating MEMS device withlow-resistivity silicon substrates
MAURICE J. HALMOS6559932 Synthetic aperture ladar system using incoherent laser pulses
CONRAD STENTON6559948 Method for locating a structure using holograms
JAMES ROBERT WHITTY6560046 Collimator positioning system
SEYMOUR J. ENGELWILLIAM M. FOSTERCLIFTON F. ORCHARDCARROLL D. PHILLIPS6561074 Shipboard point defense system and elements therefor
RONALD M. WALLACE6563450 Shipboard point defense system and elements therefor
KAPRIEL V. KRIKORIANROBERT A. ROSEN6563451 Radar imaging system and method
CHUNGTE W. CHENJOHN E. GUNTHERRONALD G. HEGGWILLIAM B. KING6563638 Wide-angle collimating optical device
CHUNGTE W. CHENRONALD G. HEGGWILLIAM B. KING6563654 External pupil lens system
CLAY E. TOWERY6563975 Method and apparatus for integrating optical fibers with collimating lenses
DELMAR L. BARKERHARRY A. SCHMITTSTEPHEN M. SCHULTZ6567174 Optical accelerometer and its use to measure acceleration
ROBERT W. BYRENDAVID F. ROCKCHENG-CHIH TSAI6567452 System and method for pumping a slab laser
MICHAEL J. KAISERMANMICHAEL T. RODACKARTHUR J. SCHNEIDERWAYNE V. SPATEJENNIFER B. WEESNERSTANTON L. WINETROBE6568330 Modular missile and method of assembly
WILLIAM A. CURTINGEORGE W. SCHIFFARTHUR B. SLATER6568628 Shipboard point defense system and elements therefor
SIDNEY C. CHAOEDNA M. PURERNELSON W. SORBO6569210 Gas jet removal of particulated soil from fabric
JOHN S. ANDERSONGEORGE F. BAKERCHUNGTE W. CHENC THOMAS HASTINGS, JR.6570715 Ultra-wide field of view concentric scan-ning sensor system with a piece-wise focal plane array
EUGENE R. PERESSINI6570902 Laser with gain medium configured to provide an integrated optical pump cavity
STEPHEN E. BENNETTCHRIS E. GESWENDERKEVIN R. GREENWOOD6571715 Boot mechanism for complex projectilebase survival
ROGER WILLARD BALLBRIEN DOUGLAS ROSSROBERT J. SCHOLZ6572327 Method for positioning a cylindrical article
WILLIAM E. HOKEKATERINA HURREBECCA MCTAGGART6573129 Gate electrode formation in double-recessed transistor by two-step etching
PHILIP ANDREW PRUITT6573982 Method and arrangement for compensating for frequency jitter in a laser radar system by utilizing double-sideband chirped modulator/demodulator system
LEON GREENJOSEPH A. PREISS6574021 Reactive combiner for active array radarsystem
CHARLES R. STALLARD6574055 Method and apparatus for effecting a temperature compensation movement
LEONARD W. HOPKINSCHARLES Q. LODIHARRY T. O'CONNOR6575400 Shipboard point defense system and elements therefor
DAVID A. ANSLEY6576891 Gimbaled scanning system and method
MICHAEL JOSEPH DELCHECCOLOJOSEPH S. PLEVAMARK E. RUSSELLH. BARTELD VAN REESWALTER GORDON WOODINGTON,6577269 Radar detection method and apparatus
BRUCE R. BABIN6578491 Externally accessible thermal ground planefor tactical missiles
JEFFREY A. GILSTRAPGARY J. SCHWARTZWILLIAM GERALD WYATT6578625 Method and apparatus for removing heatfrom a plate
DAVID D. CROUCHWILLIAM E. DOLASH6580561 Quasi-optical variable beamsplitter
ERASMO MARTINEZEARL WINTER6581467 Portable gas purge and fill system for nightvision equipment
Raytheon 3rd Joint Systemsand Software EngineeringSymposium– Innovative Solutionsthrough TechnologyEngineering
March 23 –25, 2004Westin Hotel, Los Angeles AirportLos Angeles, Calif.
Sponsored by the Systems & SoftwareEngineering Technology Networks andthe Systems & Software EngineeringCouncils.
The 3rd joint Raytheon Systems & SoftwareEngineering Symposium is devoted to fos-tering increased teaming and collaborationon current developments, capabilities, andfuture directions between Systems &Software Engineering. It is sponsored by theRaytheon Systems & Software EngineeringTechnology Networks and the RaytheonSystems & Software Engineering Councilsand will feature 3 days of presentations,tutorials, panels, and exhibits in all areas relevant to systems and software disciplines.The symposium will provide an excellentopportunity to network with your peers,
and to explore innovative solutions throughtechnology engineering to increase ourfuture competitiveness.
Each day features up to six tracks devotedto the latest in Raytheon technologies with prominent speakers from Raytheonsenior management such as Bill Swanson,Greg Shelton, Peter Pao and others fromindustry and major customer areas to beannounced. A separate track features vendors, Raytheon booths and other associated organizations.
For more information visit the Systems andSoftware Engineering symposium Web siteat http://home.ray.com/rayeng/technetworks/tab6/se_sw2004/index.html
6th Annual Raytheon RF SymposiumCall for Papers Coming Soon
May 2 – 5, 2004Marriott, Long WharfBoston, Mass.
Sponsored by the RF SystemsTechnology Network.
2003 Symposia Successes– The following Raytheonsymposia were successfullyconducted in 2003
Joint Systems and Software Symposium– April 8-10
5th Annual RF Symposium – April 21-24
6th Annual Electro-Optical SystemsSymposium – May 20-22
6th Annual Processing SystemsTechnology Expo – September 9-11
3rd Annual Mechanical and MaterialsEngineering Technology Symposium– October 7-9
Presentations from each symposium areavailable at the following Web site:http://homext.ray.com/rayeng/technetworks/tab5/tab5.htm
The NEW Rotational Engineering Leadership Development Program (RELDP)
Future Events
The first class of five RELDP participants hasbeen selected and started this rotational pro-gram in September. This group will changepositions or “rotate” through at least twobusinesses over the course of this program.They join an existing Engineering LeadershipDevelopment Program (ELDP) that consists ofapproximately 120 participants who typicallydo not rotate positions. George Lynch servesas the program manager for both programs.
The ELDP, a two-year program, waslaunched in 2000. Approximately 60 of ourmost promising engineers are recruited eachyear from within Raytheon to participate inthis program. The RELDP will become a sub-
set of this program. Each RELDP class willeventually consist of 10 engineers with grad-uate degrees who are annually recruited oncampus. This group will have three, eight-month assignments across different Raytheonbusinesses prior to permanent assignment.
Based on his own experiences throughoutvarious Raytheon businesses, Bill Swansonrecognized the rotation process as an invaluable development tool for engineers.The rotational experience will complementthe cross-functional training, leadershipdevelopment, and mentoring that is alreadyprovided in all Leadership DevelopmentPrograms (LDP).
Job rotation is a common practice inLeadership Development Programs atRaytheon. In addition to the RELDP, there aresix other Leadership Development Programswhich provide rotation options for their par-ticipants. The addition of RELDP to the LDPcommunity further supports our goal ofmaking Raytheon One Company.
For more information about the EngineeringLeadership Development Program, go to theELDP home page athttp://home.ray.com/rayeng/eldp/
Copyright © 2003 Raytheon Company. All rights reserved.