Assessment of the U.S. Army Natick Research, Development, and Engineering Center (1997) / Chapter Skim
Currently Skimming:
Assessment of the Commodity Directorates
Assessment of the Commodity Directorates
Pages 33-85
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 33... ...
The visiting members of the committee split into three interview groups, organization and resources, quality and customer satisfaction, and research and technology. During the on-site visit, these groups covered both questions prepared in advance and questions that arose naturally during the interviews.
|
From page 34... ...
On February 10 to 13, 1997, the committee revisited the Natick RDEC, at which time a brief follow-up assessment of MobD was conducted for the following reasons. First, at the time of the initial visit, the corrunittee's phase-one report had not yet been published and, consequently, the metrics and processes had not been finalized.
|
From page 35... ...
Personnel Quality Mobility Directorate The committee determined that MobD staff members are motivated and committed. MobD personnel were able to highlight several programs where their work had exceeded customer expectations (e.g., the guided parafoi!
|
From page 36... ...
To some extent, SusD has been able to compensate for the lack of new personnel by aggressively promoting training and education for its workforce. Assessment: Good Commodity Directorates The committee determined that the metrics associated with a good performance level best fit the overall personnel quality of the commodity directorales.
|
From page 37... ...
Even with outside fiends, however, SusD has not been able to increase its areas of expertise, and the organization cannot keep up with inflation. At best, the present 2The committee learned that the Army plans to transfer the "troop missions" of Force Provider, shelters and containers, food handling and preparation, refrigeration, and aerial delivery to the Soldier Systems Command/Natick RDEC from another Army command that is being disestablished (ATCOM, 1997~.
|
From page 38... ...
Assessment: Adequate Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit the assessment for the overall budget of the commodity directorates. Budget cuts over the past few years have jeopardized or eliminated some major programs.
|
From page 39... ...
Over time, the core capabilities of the enterprise will slowly erode unless the hiring freeze is lifted. Assessment: Good Commodity Directorates The committee determined that the metrics associated with a good performance level best fit the overall RD&E capabilities, skills, and talents of the commodity directorates.
|
From page 40... ...
Examples include (~) a technology program annex with the Army Research Laboratory in science and technology (at no cost to the Natick RDEC)
|
From page 41... ...
SusD has learned to focus on the outcomes of relationships with contractors and collaborators rather than on the number of relationships. Assessment: Good to Excellent Commoclity Directorates The committee determined that the metrics associated with a good performance level best fit the overall use of external resources by the commodity directorates.
|
From page 42... ...
Sometimes using external resources has been the only option in the face of hiring freezes within Natick, and valuable internal resources have been tied up with managing contracts. The committee's concern with the value of some partnerships limits the assessment to good.
|
From page 43... ...
Currently, SusD has no science and technology programs in the unit and organizational equipment portion of the equipment and systems business area or in the shelters business area. However, recent program breakthroughs have led to some science and technology funding for air beams.
|
From page 44... ...
Assessment: Good Commoclity Directorates The committee determined that the metrics associated with a good performance level best fit the important technologies of the commodity directorates. The committee found examples of pacing technologies both being developed and already incorporated into products.
|
From page 45... ...
Few complained of being saddled with more work, and, in fact, considering the cuts in the workforce, there was surprisingly little talk about having to work extra hours or taking on new responsibilities. The committee noted that most staff members of MobD display a can-do attitude and that they appreciated the work of the director and technical management office.
|
From page 46... ...
At the same time, some complained that things were being micromanaged. Assessment: Adequate Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit the overall organizational climate of the commodity directorates.
|
From page 47... ...
Equipment in SusD has been continually updated, and computers are used for making important analyses. Assessment: Good Commodity Directorates The committee determined that the metrics associated with a good performance level best fit the overall information technology of the commodity directorates.
|
From page 48... ...
Most facilities were sufficient and clean, but many repairs had been put on hold. Assessment: Adequate Commoclity Directorates The committee determined that the metrics associated with an adequate performance level best fit the overall facilities and infrastructure of the commodity directorates.
|
From page 49... ...
STRATEGIC VISION PILLAR Characteristics of the Strategic Vision Pillar Alignment of Vision and Mission Strategic Planning Stakeholder Buy-In Leadership See the metrics for each of the above characteristics in Table C-3. The committee was discouraged about strategic vision at the Natick RDEC during the site visits in ~ 996.
|
From page 50... ...
Because of the way the RDEC is structured, however, its programs and resources are not truly supportive of the broader airdrop mission. Because the Natick RDEC is an Army organization, research programs within airdrop are tailored to meet the perceived needs of the Army and are focused on the requirements for individual soldiers.
|
From page 51... ...
Members of MobD understand the soldier-as-a-system mission of the Soldier Systems Command, but they do not understand how mobility, and specifically airdrop (which, to MobD means delivery of personnel, supplies, and equipment from aircraft) fits into the mission of the command or even how it fits into the mission of the Natick RDEC.
|
From page 52... ...
Programs at the concept exploration level are proposed on the basis of needs identified by customers and operational capability requirements from the Army battle laboratories. Programs are reviewed and ranked by the Natick RDEC's planning integration team, senior technical staff, and others for technical merit, probability of success, and return on investment.
|
From page 53... ...
The Natick RDEC has not been able to influence other airdrop requirements, even in direct support of Army activities. Thus, no broad strategic vision for airdrop systems has been communicated downward to the RDEC; and broader mission or vision statements communicated upward from the RDEC have not been taken seriously.
|
From page 54... ...
Assessment: Adequate Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit strategic planning by the commodity directorates. Some strategic planning processes have recently been implemented for the direction of the research program.
|
From page 55... ...
On a more pragmatic level, SurD relies upon stakeholders' involvement in the integrated planning process and customer workshops. The committee found no concrete examples of proactive stakeholder buy-in.
|
From page 56... ...
Their response to the directorates' visions and plans is indifferent, at best. Assessment: Poor Mobility Directorate Leadership Management of the Natick RDEC has attempted to encourage staff involvement by establishing a planning integration team.
|
From page 57... ...
Assessment: Poor Commodity Directorates The committee determined that the metrics associated with a range of poor to adequate performance best fit the leadership of the commodity directorates. The strategic vision of the directorates is not well understood by staff, especially the links between the vision of a directorate and the vision of Soldier Systems Command (see earlier discussion of alignment of vision and mission)
|
From page 58... ...
This process was initiated internally to help position the RDEC for the future and not in response to an Army requirement for planning. It is too early to assess the new planning process, but the committee is optimistic that this is the first step in improving the Natick RDEC's performance level in the Strategic Vision pillar.
|
From page 59... ...
The ideas for both systems were picked up by several individuals at the Natick RDEC who are well connected with aeronautical networks, but the ideas originated in the National Aeronautics and Space Administration and probably will not result in patentable properties for the Natick RDEC. Hence, although both programs represent substantial technological improvements, neither is a surprise or a true breakthrough.
|
From page 60... ...
However, a high percentage of the SusD budget necessarily goes to requirements-driven projects, thus limiting the science and technology resources for research that could lead to breakthroughs. Assessment: Adequate Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit the capacity for breakthroughs of the commodity
|
From page 61... ...
The quality deficiency reports collected three times a year at Fort Lee are rapidly addressed by MobD and have led to continual improvements in Army parachutes. The committee also recognized that project teams are now a way of life at the Natick RDEC and that the integrated planning process allows input from across the RDEC concerning a project.
|
From page 62... ...
Assessment: Good Commodity Directorates The committee determined that the metrics associated with a good performance level best fit continuous improvement in the commodity directorates. The directorates have taken steps to improve work processes, and quality audits are performed periodically by external reviewers.
|
From page 63... ...
Assessment: Adequate Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit the commitment to quality of the commodity directorates. Total quality implementation is a major goal of all three directorates
|
From page 64... ...
A structured process has recently been implemented for the submission, review, and funding of proposals. Once funded, projects are reviewed on an annual basis by the planning integration team, costs and schedules are managed by the command finance system and by the Natick RDEC progress and results system (a management-byobjective program)
|
From page 65... ...
Assessment: Adequate to Good Commodity Directorates The committee determined that the metrics associated with a range of adequate to good performance best fit the structured processes of the commodity directorates. Work processes and procedures are monitored, and project costs and milestones are closely tracked.
|
From page 66... ...
S ARMY NA TICK RDEC Learning Environment Since the hiring freeze, individuals have been encouraged to keep up their skills or develop new ones (e.g., computer literacy)
|
From page 67... ...
Assessment: Adequate to Good Commodity Directorates The committee determined that the metrics associated with a range of adequate to good performance best fit the learning environment of the commodity directorates. The committee notes that a learning environment can be evaluated on an individual basis or an organizational basis.
|
From page 68... ...
Several interviewees observed that the modeling and simulation at the Natick RDEC may be the best in the Army, but that capability may not be appreciated outside the RDEC. Certain development capabilities, such as heavy-cargo airdrop, are among the best, if not the best, in the world.
|
From page 69... ...
Assessment: Adequate to Good Commodity Directorates The committee determined that the metrics associated with a range of adequate to good performance best fit the quality of research of the commodity directorates. The research and technology programs are aligned with customer requirements and needs; the research results are published in technical reports and journal articles; the research staff is invited to participate in scientific meetings and workshops; peers recognize several research and technology programs as being of very high caliber, if not among the best in the world; some patents have
|
From page 70... ...
Second, they perceive a rise in quality as a result ot TABLE 2-3 Quality Focus Pillar Mobility Survivability Sustainability AllCommodity Directorate Directorate Directorate Directorates Capacity for Breakhroughs Continuous Improvement Commitment to Quality Structured Processes Learning Environment Quality of Research Adequate Adequate to Good Adequate Adequate to Good Adequate to Good Adequate to Good Adequate Good Adequate to Good Adequate to Good Good Adequate to Good Adequate Good Adequate Adequate to Good Adequate to Good Adequate to Good Adequate Good Adequate Adequate to Good Adequate to Good Adequate to Good Overall Assessment of Pillar: Adequate to Good Direction of Vector: Uncertain
|
From page 71... ...
CUSTOMER FOCUS PILLAR Characteristics of the Customer Focus Pillar Customer Satisfaction Customer Involvement Market Diversification See the medics for each of the above characteristics in Table C-1. Customer Satisfaction Mobility Directorate This characteristic is difficult to assess because the list of customers provided by MobD appears to be a mailing list rather than a customer list.
|
From page 72... ...
If needs are met and customers are pleased, additional funding might be forthcoming, but SurD does not have great incentives for exceeding customers' needs. The Operational Forces Interface Group in the ASCD constantly surveys soldiers and returns feedback on customer satisfaction.6 SurD also sends project officers out for customer feedback.
|
From page 73... ...
Assessment: Adequate to Good Commodity Directorates The committee determined that the metrics associated with a range of adequate to good performance best fit the customer satisfaction of the commodity directorates. The committee found that customers generally seemed satisfied with the technical capability and performance of RDEC products, as well as with the technical support for fielded products.
|
From page 74... ...
. ~ The committee determined that the metrics associated with a range of good to excellent performance best fit customer involvement of the commodity directorates.
|
From page 75... ...
Assessment: Adequate to Good Survivability Directorate SurD primarily supports the clothing and individual equipment needs of DOD, as well as of foreign military operations, including operations by NATO countries. However, SurD also supports customers outside the military (e.g., the Federal Bureau of Printing and Engraving for currency authentication; and the U.S.
|
From page 76... ...
Assessment: Good to Excellent Commodity Directorates The committee's overall assessment of market diversification is good to excellent for those capabilities that lend themselves to market diversification in the private sector. The committee notes that several capabilities of the Natick RDEC are specific to the military (e.g., a large portion of the airdrop program)
|
From page 77... ...
Proper Portfolio Mobility Directorate The MobD portfolio reflects primarily funding and history rather than potential payoffs. Because MobD has little or no discretionary money and has not
|
From page 78... ...
Assessment: Good Commodity Directorates The committee determined that the metrics associated with an adequate performance level best fit the proper portfolio of the commodity directorates.
|
From page 79... ...
Assessment: Adequate Mobility Directorate Product Performance The interviews and answers to questions suggested that MobD products almost always meet major performance requirements. The committee noted the great improvement in parachutes over time, which is evidenced by fewer malfunctions.
|
From page 80... ...
Assessment: Good to Excellent Commodity Directorates The committee determined that the metrics associated with a good performance level best fit the product performance of the commodity directorates. Products appear to meet customer requirements, and the committee did not find any rewards in the Army system for exceeding customer requirements.
|
From page 81... ...
Science and technology programs have a slightly shorter cycle time of one to three years. The DOD Food Program is reviewed and renewed on a yearly basis, but most interviewees indicated that they had no incentive to complete a project ahead of schedule.
|
From page 82... ...
The committee found no motivation for trying to complete a three-year project in two years. Assessment: Good to Excellent Commodity Directorates The committee determined that the metrics associated with a range of good to excellent performance best fit the cycle time and responsiveness of the commodity directorates.
|
From page 83... ...
Assessment: Adequate Commoclity Directorates The committee determined that the metrics associated with an adequate performance level best fit value of the work in progress of the commodity directorates. The committee found that customer perception of current RD&E programs appears to be good.
|
From page 84... ...
The spider diagram (see Figure 2-~) shows the assessment results for the five performance pillars and indicates that the collective performance of the commodity directorates at the Natick RDEC has been assessed as good for three pillars (Resources and Capabilities, Value Creation, and Customer Focus)
|
From page 85... ...
Strategic Vision ~ \/ Assessment of hi, / commodity directorates A/ The committee is concerned that the vector for the future of the Quality Focus pillar, which was assessed as adequate to good, is uncertain. The committee is troubled that the vector for the future appears to be pointing down for the Resources and Capabilities pillar, largely because of the continuing loss of skilled personnel.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.