July 2007 Volume VI, Issue III

www.boeing.com/frontiers A VITAL LINK Why the Wideband Global SATCOM military satellite system is critical to the customer—and to Boeing

CENTER PULLOUT SECTION OUR ‘CHALLENGE’ and technologycompanywideareas teams and Afterprojects are many Pageworking in more. these26 on IncreasedCustomer productivity. support. Future Boeing growth. engineering, The environment. operations

July 2007 Volume VI, Issue III

ON THE COVER: A Wideband Global SATCOM spacecraft undergoes testing at Boeing Space and Intelligence Systems’ satellite factory in El Segundo, Calif. SALLY ARISTEI photo Denise Daclan photo COVER STORY WELL-CONNECTED 12 The three satellites that make up Block I of the Wideband Global SATCOM system (above) rep- resent the first step in increasing the reach, efficiency, and capacity of the U.S. Department of Defense’s global communications network. Here’s a look at this critical satellite system.

How is the Math and Computing Technology team contributing to Boeing’s future? What challenges do engineers and technologists OUR NEXT face in extreme combat and weather conditions? Read about these CENTER topics and more in Challenge, the pullout supplement for technol- ‘CHALLENGE’ ogists and manufacturing employees. After Page 26 PULLOUT

BOEING FRONTIERS July 2007  Simulation software engineers A.J. Curtis (left) COMPANYWIDE and David Prody work in the Advanced Rotor- 24 craft–Rapid Prototyping Mission Simulator. The AR-RPMS team used Collaborative Environment A stronger chain tools to tap into knowledge from around Boeing. Boeing is helping its supplier partners be more 18 efficient, so that both parties can better meet customer needs and capture new business. This pack- age of stories investigates what Boeing is doing to help partners be more Lean—and to ensure they’re meeting Boeing’s expectations. Take 6 Steps ahead Boeing employees in the Seattle area have created 38 the 6 Steps Group Mentoring program. This group provides mentoring and development opportunities in a fun and low-pressure environment for employees at any level of experience. This concept is being replicated in other regions. Making the most of their chance Through the Boeing co-op program, college stu- 42 dents from varied backgrounds and schools get the chance to work at Boeing and attend school in various sessions. Here’s how this program helps students—and Boeing. Bo b Fe r guson photo

Technician Chuck Lint prepares a model of an EA-18G before antenna testing at the Smartt Field 26 Antenna Test Range near St. Louis. The test range is one of the facilities that Boeing’s Global Strike Systems organization uses to ensure that Boeing weapons systems are fully integrated.

photo credit R ON B OO K OUT photo

6 Letters 8 Historical Perspective 44 Focus on Finance 49 Around Boeing INSIDE 7 Notebook 10 New and Notable 46 Milestones 50 Spotlight

 July 2007 BOEING FRONTIERS July 2007 Volume VI, Issue III

Doug Serrill (center), an engineering director with Commercial Airplanes, provides counsel as part of 38 the 6 Steps Group Mentoring program. With him are (from left) team coaches Jenny Lai and Alan Mui, and mentees Bryan Lung and Nik Barua, all with Commercial Airplanes. Will Wantz photo Will Wantz BUSINESS UNITS They’re in the know Teams across Boeing are using the Collaborative Envi- 24 ronment portal on the Boeing intranet to share knowl- edge—and to increase productivity. ‘Working together’ counts At the Electronic Systems Integration Labs, Boeing’s 26 Global Strike Systems organization ensures that Boeing weapons systems are fully integrated. There’s more to this task than connecting boxes. A point for point-to-point The U.S. Federal Aviation Administration this year enact- 28 ed new regulations governing ETOPS (extended opera- tions). Among the reasons this is important to Boeing: It affects what airlines will require in terms of airplane size and performance. Gold-medal performance China’s preparations to host the 2008 Summer Olympics Brittany Wingfield, a junior at Purdue University, is among the young men and women participating in 32 include developing its aviation system. Boeing’s China the Boeing cooperative education program. Support Organization plays a major role in what Boeing is doing as 42 it works with Chinese officials and airlines in support of this goal. R ON B OO K OUT photo

BOEING FRONTIERS July 2007  n LETTERS

“We rushed home to find a Bomarc ramjet and two Boeing executives Calendar Of Events Aug. 6–9: Unmanned Systems Publisher: Tom Downey waiting to present this ‘gift.’ ” Editorial director: Jo Anne Davis North America 2007. Washing- —Dave Ingebright, Everett, Wash. ton, D.C. See www.auvsi.org/ EDITORIAL TEAM symposium Editor: Aug. 11–14: 2007 Air Carriers Paul Proctor: (312) 544-2938 Purchasing Conference. Orlan- Managing editor: for us at my house. We do, Fla. See www.acpc.com Junu Kim: (312) 544-2939 rushed home to find a Sept. 3–6: Asian Aerospace Designer: Bomarc ramjet and two 2007. Hong Kong. See www. Rick Moore: (314) 233-5758 Boeing executives wait- asianaerospace.com Commercial Airplanes editor: ing to present this “gift.” Sept. 12: Aviation Week Forum for Dick Schleh: (206) 766-2124 My letter had been Green Aviation. Brussels, Bel- Integrated Defense Systems editor: routed to the Boeing gium. See www.aviationweek. Diane Stratman: (562) 797-1443 Aerospace division. com/forums/greenmain.htm Engineering, Operations and They must have seen Sept. 17–18: Aviation Week Sup- Technology editor: some merit in the hon- ply Chain & Logistics Forum. William Cole: (314) 232-2186 esty of my letter and Dallas-Fort Worth Airport, Tex- Shared Services editor: looked around for some as. See www.aviationweek. Mick Boroughs: (206) 919-7584 “scrap metal.” That scrap com/forums/scfmain.htm Copy editor: metal turned out to be a Walter Polt: (312) 544-2954 Sept. 17–19: SpeedNews 8th An- Bomarc ramjet engine, nual Aviation Industry Suppli- CONTRIBUTING EDITORS some metal fins and a ers Conference in Toulouse. Boeing Capital Corp.: sandblaster’s helmet. Toulouse, France. See www. Donna Mikov: (425) 965-4057 David F. and I had many speednews.com/Conference hours of fun building a Sept. 18–20: American Institute of ONLINE PRODUCTION Remembering Bomarc capsule from the old ramjet, Aeronautics and Astronautics’ Production manager: and it sparked our lifelong in- Space 2007 Conference and Alma Dayawon: (312) 544-2936 t was with some nostalgia terest in science and aerospace . Exhibition. Long Beach, Calif. Web designer: Ithat I read your article on I went on to a career at Michael Craddock: (312) 544-2931 See www.aiaa.org/Space2007 the Bomarc missile program Boeing Commercial Airplanes, Sept. 23–25: Routes. The World Graphic artists: (June 2007). It brought back where I worked in the Flight Rick Moore: (314) 233-5758 Route Development Forum will memories from when I was Test organization and then conduct its 13th annual confer- Cal Romaneschi: (312) 544-2930 a youngster in the early ’60s, the Lab Test group. Recently ence. Stockholm, Sweden. See Web developers: growing up in Seattle, at the I moved to the Test Manufac- www.routesonline.com Lynn Hesby: (312) 544-2934 height of the Mercury pro- turing and Quality Operations Keith Ward: (312) 544-2935 Sept. 25–27: National Business gram. My friend David F. organization as a manager sup- Aviation Association 60th An- Information technology consultant: and myself (David I.) were porting the Everett (Wash.) Tina Skelley: (312) 544-2323 nual Meeting & Convention. At- really into science and even Structures Lab. David F. went lanta. See www.nbaa.org had a company called D&D on to work for the US West tele- Oct. 2–3: Aviation Week Lean & Telephone Co., where we built phone company (now known How to contact us: Six Sigma Forum. San Fran- electronic gadgets. as Qwest) and now is the part E-mail: cisco. See www.aviationweek. [email protected] One day we came up with owner of a yacht refurbish- the idea of writing a letter to ing business. We stay in touch com/forums/leanmain.htm Mailing address: Oct. 15–17: Cargo Facts 2007. Boeing Frontiers Boeing to ask for scrap metal and reminisce about the time MC: 5003-0983 so we could build a space cap- Boeing gave us a ramjet engine. Seattle. See www.cargofacts. 100 N. Riverside Plaza com Chicago, IL 60606 sule. I wrote the letter and sent —Dave Ingebright it off. But I had nearly forgot- Everett, Wash. Oct. 16–21: Korea Aerospace & Phone: Defense Exhibition 2007. Seoul, (312) 544-2954 ten about it until David F. Editor’s note: The donation Korea. See www.seoulairshow. Fax: and I were in our fifth grade (312) 544-2078 science class and our teach- of this “gift” was chronicled com in a May 1963 article in the Web address: er, Miss Duncan, told us of a www.boeing.com/frontiers “gift” from Boeing waiting Boeing News newspaper. Send all retiree address changes to Boeing Frontiers, MC 3T-12 P.O. Box 3707 Seattle, WA 98124-2207 Letters guidelines Postmaster: Send address corrections Boeing Frontiers provides its letters page for readers to state The opinions may not necessarily reflect those of The Boeing to Boeing Frontiers, MC 3T-12 their opinions. The page is intended to encourage an exchange Company. Letters must include name, organization and a tele- P.O. Box 3707, Seattle, WA 98124-2207 of ideas and information that stimulates dialogue on issues or phone number for verification purposes. Letters may be edited (Present addressees, include label) events in the company or the aerospace industry. for grammar, syntax and size.

 July 2007 BOEING FRONTIERS n NOTEBOOK

SNAPSHOT ANOTHER VIEW INSIDE EVERETT If you’ve been to the Boeing factory in Everett, Wash., you probably have a vivid image of what the inside of the facility looks like. Here’s another look at this site, as painted by Jason Otto of the Information Technology Industrial Engineering Systems team in Everett. Otto, who’s produced a number of works on various themes, used acrylics on canvas to create this painting. Photo courtesy of Jason Otto

QUOTABLE

e want to play a ow I got comfortable was e chose to sign this stronger role than knowing we did all the agreement with Wwe’ve played before. Hright things up front.” WBoeing because of It’s the right issue. It isn’t —James Bell, Boeing chief financial officer, the company’s long-standing going away.” in response to a question on how a CFO can commitment to the Kingdom be “comfortable” with the decision to invest —Jim McNerney, Boeing chairman, president of Saudi Arabia.” in the 787 Dreamliner, in the June 11 Fortune. and CEO, on the growing importance of en- The “right things” Bell refers to include talking —His Excellency Amr Al-Dabbagh, vironmental issues to the airline industry and to all the right stakeholders and using detailed governor of the Saudi Arabian General Boeing, in the June 11 Financial Times customer knowledge Investment Authority, about an agree- ment between Boeing and SAGIA to jointly research and expand aerospace projects in Saudi Arabia

IAM PROMOTIONS ETHICS QUESTIONS? No promotions listed for periods ending You can reach the Office of Ethics & Business Conduct at 1-888-970-7171; Mail Code: 14-14; Fax: 1-888-970-5330; May 25 and June 1, 8, 15 and 22. TDD/TTY: 1-800-617-3384; e-mail: [email protected]; Web site: http://ethics.whq.boeing.com

BOEING FRONTIERS July 2007  n HISTORICAL PERSPECTIVE A North American B-25 Mitchell bomber soars as the sun sets over the Chino Air Museum in California. North American is a heritage company of Boeing.

The Planes of Fame Photos by Erik Simonsen

that served us so well in winning World The collection includes several ex- A California museum War II were being systematically de- tremely rare flying examples: a one-of-a- stroyed,” said museum founder Edward kind 1942 Northrop N9MB Flying Wing, works to preserve Maloney. “I was fed up with the aircraft a Seversky 2PA/AT-12 Guardsman, and aviation history for being cut up for scrap.” a Boeing P-26 Peashooter (the first all- future generations

By Erik Simonsen

hat began as a backyard collec- tion of several World War II air- Wplanes saved from the scrap yard became the United States’ first aviation museum west of the Rocky Mountains. The Air Museum Planes of Fame at the Chino Airport, Calif., which this year is cel- ebrating its 50th anniversary, is the oldest privately operated air museum in the world. Its collection of more than 150 historic air- craft features several airplanes from Boeing and its heritage companies. The museum is dedicated to collecting, restoring, displaying and preserving air- craft and memorabilia for the educational benefit of current and future generations. Only a fraction of the more than 300,000 aircraft produced by the United States dur- A North American F-86F Sabre Jet (left) and a MiG-15 fly at this year’s air show at ing World War II exist today. the Chino Air Museum. During the show, the aircraft simulated a dogfight. “During the late 1950s the airplanes

 July 2007 BOEING FRONTIERS n HISTORICAL PERSPECTIVE

The Boeing Kaydet “Stearman” biplane performs with a wing The Boeing F-15C Eagle (top) appears with the World War II–era walker. The aircraft was made by the Stearman Aircraft Lockheed P-38 Lightning. Division of Boeing in Wichita, Kan.

metal monoplane fighter for the U.S. mili- Extensive restoration work is now be- was the first jet fighter developed by the tary, built in 1932). ing carried out on a Boeing B-17 (Picadilly United States. In about a year, the muse- What’s particularly unique about the um’s jet will become the only flying exam- Chino Air Museum is that the aircraft ple in the world. are not all relegated to static displays. “I was fed up with the aircraft The nonprofit museum is supported The staff maintains and flies many of being cut up for scrap.” by donations, contributions from aviation the aircraft. During its annual air show, enthusiasts and untold hours of dedicated a minimum of 25 to 30 World War II and —Edward Maloney, founder of the volunteers. “The Planes of Fame is an air Korean War vintage aircraft go airborne Air Museum Planes of Fame museum for all ages,” said Mark Foster, vice all at once. And where else can you see president and general manager and Warbird a North American F-86F Sabre Jet and pilot. “People work and dedicate their time MiG-15 reenacting a Korean War dog- Lilly) obtained directly from the U.S. Air here because they love aviation and want fight? During its 2007 Air Show, held in Force in 1957, and a prototype Bell YP-59A to contribute in some way, as well as share May, the only three flyable P-38s in the Airacomet. Both aircraft are being restored their experiences with others.” n world performed together. to flying condition. Built in 1942, the P-59 [email protected]

The famed World War II–era North American P-51D performs The only surviving flyable Boeing P-26 Peashooter starts its engine. a high-speed flyby.

BOEING FRONTIERS July 2007  n NEW AND NOTABLE

Alternative Dispute Resolution: How it works Be it resolved Step 1: One-on-one discussion. Em- ployee and manager meet in an attempt Alternative Dispute The ADR process has proven success- to resolve the issue. ful in increasing morale and resolving is- Step 2: Internal Mediation. A trained Resolution can solve sues more quickly, said Spencer Dunn, resolution advocate from within the Enterprise ADR focal. Ninety-five per- company facilitates discussion between workplace issues cent of those providing feedback said they the two parties, focusing on resolving the would use ADR again to resolve a work- issues. ifficult issues between employees place dispute. ADR is available to U.S.-based Step 3: One of two options, depending on and their managers may be trou- the case: bling. But resolving them doesn’t Boeing employees except executives and D those covered under collective bargain- have to be. • Panel Review. If the issue involves The Alternative Dispute Resolution ing agreements. Employees wishing to the alleged misapplication of a com- process is a powerful tool that employees use ADR must start the process within pany policy, procedure and/or process, a can use to help reach a mutually agreeable 30 days of the incident that caused the is- five-member panel hears presentations resolution. sue or within 30 days of working through from both sides, reviews documentation Since ADR was introduced at Boeing all other means of resolution with man- and interviews witnesses. The decision is in 1998, it has provided amicable solutions agement. based on majority vote. to hundreds of disputes between employ- ADR also is available to terminated employees, but they must request a re- • External Mediation. If the issue involves ees and managers. To make employees an asserted legal claim by the employee, more aware of ADR and to make the pro- view under ADR within 30 calendar days of their termination. mediation is provided by an external cess easier to use, Boeing now offers it on- employment mediator chosen from a local line through TotalAccess. ADR is voluntary and the initiating employee can stop the process at any time. panel. Both the employee and Boeing Boeing prohibits retaliation for participat- participate in selecting the mediator. FOUR-STEP PROCESS ing in ADR, and all reported allegations Step 4: Binding Arbitration. If legal ADR uses a progressive, four-step ap- are looked into by the Human Resources claims remain unresolved, both par- proach. Each step is mutually exclusive— organization. ties sign an agreement to abide by the meaning an issue could be solved in step For more information on ADR, visit arbitrator’s decision. one or, if necessary, proceed to the next http://globaldiversity.whq.boeing.com/ step (see box at right). adr.html on the Boeing Web. n

787 Final Assembly on track Final assembly of the first Boeing 787 Dreamliner began on May 21 at the Boeing site in Everett, Wash., and is progressing well. “The 787 production system is the culmination of the les- sons we’ve learned building previous airplanes,” said Steve Westby, 787 vice president of Manufacturing and Quality. “Using composites on the 787 airframe has a number of manufactur- ing advantages. We are able to build a huge structure in just one piece, which means we essentially have six major end items coming together in final assembly—the forward, center and aft fuselage sections, the wings, the horizontal stabilizer and the verti- cal fin.” At press time the final body join was well along, with the entire body and wings in position. The hori- zontal stabilizers and vertical fin were to be installed next. The first 787 will be rolled out during the 787 Dream- liner Premiere event on July 8. Gail Hanusa photo

10 July 2007 BOEING FRONTIERS n NEW AND NOTABLE

Boeing at Paris 1 It was an active week for Boeing at the Paris Air Show, one of the aero- space industry’s biggest gatherings. Company representatives were at this event in June to build relationships, underscore Boeing’s continuing commitment to customers and tell the Boeing story. In addition, Boeing and customers such as International Lease Finance Corp., Lion Air, GE Commercial Aviation Services and AIR FRANCE-KLM Group announced jetliner orders. Here’s a look at some of the Boeing scenes from the event.

2 y nn photo Kevin Fl 1. Jim Albaugh, Integrated Defense Systems president and CEO, conducts an interview with a BBC reporter. 2. Scott Carson, Commercial Airplanes president and CEO, addresses reporters’ follow-up questions after his press briefing. 3. A Jet Airways’ 777-300ER is towed past a Boeing-built C-17 Globemaster III airlifter at the grounds of the Paris Air Show. Both aircraft were on static display during the event. Ed T u r ne photo 3 Ed T u r ne photo 4 4. Walt Skowronski, president of Boeing Capital Corp., explains in a video interview how BCC’s presence at the air show fits into the organization’s mission of supporting Boeing’s business units. 5. Steve Schaffer (left), Commercial Airplanes vice president and general manager of Global Partners, and Dan Korte, Integrated Defense Systems vice president of Supplier y nn photo Management & Procurement, were at the Paris Air Show to meet with current and prospective suppliers and dis- Kevin Fl cuss new opportunities for the business. 5 6. A Boeing-built F/A-18F Super Hornet takes to the air. The aircraft performed flying demonstrations during the show.

6

Kevin Flynn photo Kevin Flynn photo

BOEING FRONTIERS July 2007 11 n COVER STORY

12 July 2007 BOEING FRONTIERS n COVER STORY Information WGS superiority How a system of Boeing-built satellites will boost U.S. military communications capabilities through large data-rate information transfer

By Joel R. Nelson

magine this scenario: An international embassy has come un- der attack, and hostages have been taken. Special Operations Iforces are dispatched. As minutes tick away, the team requests real-time imagery and maps to find the safest and quickest route there. And it gets them, thanks to Wideband Global SATCOM (WGS), a Boeing-built transformational satellite system capable of large data-rate information transfer. Poised high above the earth, a WGS satellite provides vital communication links to the rescue team, delivering—in time—the situational awareness needed to save lives. This resolution is close to moving from hypothetical to en- tirely feasible. After years of development and testing, WGS, a key element of the U.S. Department of Defense’s transforma- tional communications architecture that emphasizes networking and information superiority, is ready to fly. WGS, which will include a minimum of five geostationary satellites, is a cornerstone of the DOD’s drive to increase the reach, efficiency, and capacity of its global communications net- work. In WGS, the Boeing Space and Intelligence Systems team has created a breakthrough in satellite communications (SATCOM) for the DOD and other U.S. government agencies. The system will provide the capacity needed for high-speed transfer of im- agery, video and other broadband applications, such as two-way, point-to-point, multicast and broadcast communications. WGS represents a quantum leap in capacity: One WGS satellite pro- vides the capacity of 10 satellites it will replace. For Boeing, it’s a $1.6 billion program that leverages commercial, flight-proven tech- nology and Boeing’s Integrated Defense Systems best practices. Five WGS satellites are in various stages of production at the S&IS Satellite Development Center in El Segundo, Calif. The first launch is slated for August.

Randall Moss conducts a minute Network-connected inspection of a Wideband Global S&IS, part of IDS, has been developing the first three satellites, SATCOM spacecraft at Boeing collectively known as WGS Block I, since 2001. Late last year, Space and Intelligence Systems in the U.S. Air Force and Boeing negotiated options for up to three El Segundo, Calif. Block II spacecraft; two have been ordered. Block II will be simi- Sally AristEi photo lar to Block I but features added capability to support airborne in-

BOEING FRONTIERS July 2007 13 n COVER STORY telligence, surveillance and reconnaissance platforms that require additional bandwidth. Chronology of key WGS events WGS will help stitch together a network that will provide vital communications connectivity to theaters of operation worldwide. 2001 Operating in two communications bands, the system will en- • Boeing is awarded a contract for initial development of WGS, then able networks for tactical command and control, communications, known as the Wideband Gapfiller Satellite system intelligence, surveillance and reconnaissance. WGS also will sup- port the critical Global Broadcast Service, which distributes satel- • Preliminary Design Reviews are completed lite imagery and video feeds from unmanned aerial vehicles and delivers news broadcasts to deployed troops. In addition, WGS 2002 will augment, and eventually replace, the Defense Satellite Com- • U.S. Air Force authorizes production of the first two Block I satellites munications System (DSCS) and the GBS function currently pro- • Critical Design Reviews are completed vided by Boeing-built UHF Follow-On satellites. “We are very proud to be providing this incredibly capable and 2003 cost-effective system for warfighters,” said Howard Chambers, • Air Force authorizes production of the third Block I satellite S&IS vice president and general manager. “Boeing is pleased that • Boeing completes spacecraft structures and begins unit integration the Air Force turned to us for WGS. Our commitment to them, and to the support of the United States, remains firm.” 2004 • Boeing completes qualification on spacecraft component and Within the numbers subsystem, and flight software The numbers tell a compelling story: Each WGS satellite will provide more than 2 gigabits per second of communications capac- 2005 ity. By comparison, DSCS satellites provide about 200 megabits • Payload module integration testing of the first two satellites is completed per second. That’s a factor-of-10—an order-of- magnitude—im- provement. • First satellite is fully integrated, full-up system-level testing under way WGS will also reduce the government’s reliance on costly com- 2006 mercial satellite communications services. The DOD currently leases about 80 percent of its SATCOM capability from commer- • Space-to-ground compatibility tests proving interoperability between cial operators, costing more than $350 million annually. The first WGS spacecraft and key ground control systems are completed three WGS satellites will provide more than twice the communi- • Environmental testing is completed on the first WGS satellite cations capacity being procured commercially by the DOD today, at less than 20 percent the cost of leasing equivalent commercial • Boeing and the Air Force sign a contract for up to three more WGS SATCOM capabilities. And each WGS is designed to provide a satellites minimum of 14 years of service. • Boeing receives authorization to build the fourth WGS satellite—the first Furthermore, test results indicate the first three spacecraft will Block II option to be exercised. Boeing also receives approval for long- provide approximately 25 percent more communications capacity as lead material procurement for the fifth satellite a result of better-than-expected performance by key payload units. 2007 Flexibility counts S&IS has loaded WGS with features that will provide tremen- • With WGS slated to meet the U.S. Defense Department’s wideband dous operational utility and flexibility for the warfighter, including satellite communications needs for the foreseeable future rather than capabilities not found on any other SATCOM system. act as a stopgap between heritage wideband systems and future Each WGS satellite provides more than 4.8 gigahertz of usable satellite systems, the Air Force formally changes the name Wideband communications bandwidth, sufficient to carry 872 standard- Gapfiller Satellite to Wideband Global SATCOM definition television channels or more than 800,000 telephone connections. • Boeing completes factory testing of the first WGS spacecraft in The satellite has 19 separate coverage areas that can be indepen- preparation for launch from Cape Canaveral, Fla. The second and third dently configured to meet operational needs and evolving mission Block I satellites continue through Boeing Space and Intelligence scenarios. An onboard digital channelizer, which enables seamless Systems’ factory in El Segundo, Calif., in anticipation of launches in 2008 communication between WGS’ two communication bands, allows operators to tailor the amount of spectrum allocated for each user. That permits a highly efficient use of bandwidth. Based on past success Moreover, S&IS made the WGS payload interoperable with Because it’s based on the highly successful Boeing 702 satellite existing and planned ground terminal infrastructure, providing product line, WGS benefits from prior commercial programs. For flexibility to accommodate future changes in waveform and radio example, the WGS digital channelizer and phased array antenna technology. architecture draws upon technologies used on such programs as WGS’ utility extends to scenarios less urgent than a hostage Thuraya, which delivers mobile phone service to an area populated crisis but vital to helping widely dispersed military forces operate by more than two billion people, and Spaceway, which transmits smoothly. Every military unit needs supplies. No matter how re- high-definition television across North America. Some of the larg- mote forces are, they can tap WGS to place orders via laptop com- est, most powerful and most complex commercial spacecraft in puters, much as shoppers do from Internet sites. history bear the 702 stamp. More than 20 have been ordered, and 13 successfully launched, since its 1995 introduction.

14 July 2007 BOEING FRONTIERS Engineers Rick Lopez and n COVER STORY Joseph Penitsch observe a Wideband Global SATCOM spacecraft in a test chamber in El Segundo, Calif. mational Satellite Communications System, a network-enabling DAVID MOORE photo military system for which S&IS is competing for a production contract (see Page 30 of the May 2007 Boeing Frontiers). While TSAT delivers secure, high-capacity global communications and network-centric capabilities, WGS emphasizes the quick dissemi- nation of large amounts of data to warfighters with a growing need for bandwidth. In the meantime, WGS is poised to take its place as the first transformational SATCOM system for the warfighter. Over the next 18 months, the first three satellites are scheduled to be launched and put into operation. “The WGS team is very aware how WGS will help U.S. armed forces personnel around the world fight the global war on terror, and we take great pride in doing our part. We are proud of what WGS means to the end user,” Spiwak said. n

Reach for the sky Here’s a look at various military satellite programs.

Type Name Principal characteristics (first launch) and uses Protected MILSTAR I/II • Anti-jam capabilities provide (1994/2001) low probability of interception and detection And along with supporting WGS’ high-power payload, the 702 • Low data rates compared can accommodate future payload growth to support evolving DOD with later generations communications requirements. Getting a transformational program off the drawing board and Advanced Extremely • Improved throughput into the factory is a major undertaking, and WGS was no exception High Frequency (2008) • Improved coverage area for S&IS. Initiatives in mission assurance, Lean and supplier over- Transformational • Wideband/protected sight and management over the last three years have borne fruit on Satellite communications on the move both Block I and Block II. Communications • Internet Protocol–based “We have been relentless in the incorporation of Lean, and les- (2015) sons learned, as we move through production,” said Mark Spiwak, capabilities enabling greater capacity and point-to-point WGS Block I program manager. “These improvements are show- connectivity ing results on the second and third satellites and will also pave the way for improved performance on the Block II satellites.” Wideband Defense Satellite • High data rates for tactical For Block II, the emphasis has been on improving supplier man- Communications and enterprise users agement and oversight. “On Block I, we learned the importance of System Phase III flowing adequate specifications, statements of work, and analysis (1982) and Ultra- requirements to our key suppliers and being actively engaged in High-Frequency their efforts,” said John Weisinger, WGS Block II program man- Follow-On/Global ager. “We have leveraged best practices from Integrated Defense Broadcast Service Systems to greatly improve the way we manage suppliers and give (1998) them better technical and programmatic oversight.” Wideband Global • Represents 10-times increase SATCOM (2007) in capacity over DSCS • Enables “any-to-any” Looking ahead connectivity Just as WGS builds upon predecessor systems, it will comple- ment and strengthen key future programs, including the Transfor- Narrowband Ultra-High-Frequency • Lightweight, mobile, communi- Follow-On (1993) cations on the move • Get to know some of the teammates on the • Low data rates Mobile User Objective • Communications on the move WGS program. Pages 16-17 System (2010) to handheld devices

BOEING FRONTIERS July 2007 15 n COVER STORY They’re with the (Wide)band Meet some of the WGS teammates Boeing Frontiers asked teammates on the Wideband Global SATCOM program about their roles. Here are some of their responses.

Kipp Nolder Years at Boeing: 6 Role on WGS: Payload system engineer. “I translate test definitions into actual tests to be run on the spacecraft, along with instructions for the test engineers. In many cases, it’s my responsibility to explain the test results to the customer.” Customer reaction: “Twice I’ve visited Schriever Air Force Base [in Colorado] to help train people from the [U.S.] Air Force and Army in operating the WGS payload. They all told me they’re really excited about getting the spacecraft.” David Moore photo

Andy Pittman Sumit Purohit Years at Boeing: 6 Years at Boeing: 6 Role on WGS: Integrated product team lead for the receive array antenna Role on WGS: Space segment system engineering lead for all three Block I spacecraft Biggest challenge: “Getting the receive phased array antenna design effort caught up with the rest of the satellite. This involved many late “Everyone has had to be extremely flexible to accom- WGS challenges: nights.” modate changing plans and requirements while maintaining quality. Also, we have to meet increased expectations of the government for a product What WGS means to me: “It’s really satisfying to work on something that supports the military, particularly during a time of war.” initially developed for commercial applications.” David Moore photo Dana Reimer photo

16 July 2007 BOEING FRONTIERS n COVER STORY They’re with the (Wide)band

Jesse Gomez Years at Boeing: 4 Role on WGS: Platform test director for the first spacecraft What makes WGS different: “Because of WGS’ enhanced capabilities, we Regina Jiminez had to develop a lot of first-of-a-kind tests that join typical 702 functions Years at Boeing: 13 with unique WGS requirements. The complexity of the WGS spacecraft Role on WGS: Spacecraft manager for the second spacecraft scheduled imposed many additional and unique requirements on the team.” for launch Why WGS is important: “I have served in the military, and I have family Most important attribute: Communication. “This is a diverse workforce, members serving now. I feel a personal commitment to deliver a product of the highest quality that meets warfighters’ needs.” with many manufacturing disciplines. It’s important to listen and under- DAVID MOORE PHOTO stand people’s issues or concerns and act promptly on resolving their issues.” Dana Reimer photo

Orlie Meneses Years at Boeing: 3.5 Role on WGS: Payload test engineer WGS challenges: “Test engineers per- form and troubleshoot tests 24 hours a day, seven days a week. How quickly we troubleshoot impacts the program’s schedule.” Memorable moment: “One Halloween night, right before the end of a shift, the payload wasn’t shutting down. After trying everything we knew, we got on the phone with our software engineer just as he was finishing trick-or-treat- ing with his children. I didn’t celebrate Halloween but felt glad that we solved a problem.” David Moore photo

BOEING FRONTIERS July 2007 17 n FEATURE STORY solutions

Andy Kershaw of MB Aerospace attaches fins to the aft body of a Harpoon capsule. Following Boeing-facilitated accelerated improvement workshops, MB Aerospace was able to improve the efficiency of this assembly process. MB Aerospace photo

Supply-side Suppliers are critical to Boeing. Here’s what Boeing is doing to help partners be more efficient —and to ensure they’re meeting expectations 18 July 2007 BOEING FRONTIERS n FEATURE STORY

identifying hundreds of areas where Boeing, YRC or their suppli- Inside ers were affecting production flow, YRC cut the number of labor Sharing Lean practices: Boeing is sharing productivity improve- hours needed to assemble 757 lavatories at its Hiratsuka, Japan, ment ideas with its suppliers. That improves the competitiveness of plant by more than 50 percent. both Boeing and its partners. Page 19 As the 757 program phased out, YRC wanted to become a sup- plier for other Boeing programs. That’s when Cliff Bristol, a sup- New assessment tools: This month, Boeing introduces new tools plier development specialist in the BCA Global Partners Lean Pro- solutions to better measure its suppliers’ performance. Page 21 motion Office, began working closely with YRC. By that time, For more on how Boeing is working with its suppliers, see Pages 46 YRC had established a 737 Kaizen Promotion Office, with a Lean and 49 in this month’s Challenge insert leader and a few full-time staff members (“kaizen” is a Lean term that refers to continuous improvement). Bristol and the YRC Lean experts applied learning from the 757 lavatory process improvements as they established a new line for 737 lavatory production. They examined old 757 tooling and came up with a significantly smaller set of tools for 737 produc- Stronger links tion. They also implemented parts supermarkets, which ensure the right number of parts are available when needed and replenished as they are used. How suppliers learn to live Lean, The result: Rather than having to add space to accommodate the 737 lavatory production process, they were able to reduce space by thanks to Boeing’s assistance 30 percent. YRC, which now uses a moving line for final lavatory assembly, also integrated one of its subcontractors into its facility By Amy Horton to make the process even more seamless. t Boeing, suppliers account for the majority of the prod- “Before that, there was a 30-minute drive between the facili- uct cost. So it makes sense that if the company can help ties, and panels were delivered in batches that weren’t always in its partners be more efficient, both parties are better posi- sync with YRC’s production cycle,” Bristol explained. “By inte- A grating the processes, YRC was able to reduce cost and improve tioned to meet customer needs and capture new business. That’s exactly what’s taking place. Boeing is replicating its pro- efficiency.” ductivity improvements—not only in its own operations, but in those of its suppliers. That improves the competitiveness of both Supplying Lean Boeing and its partners. One way Integrated Defense Systems ensures continuous im- “In order to satisfy our customers and stay in front of the com- provement across the value stream is through its Supplier Partnership petition, we have to reduce cost and improve efficiency throughout Initiative, which establishes long-term engagements with strategic the value stream. That takes pushing ourselves as well as max- partners—such as MB Aerospace, whose Harpoon capsule assem- imizing the potential of our global suppliers,” said Ron Shelley, bly site is in Burnley, England—for Lean development. “The key vice president and leader of the company’s Global Sourcing initia- to successful Lean implementation at MB Aerospace,” said Eddie tive. “We can drive growth for Boeing—and for our supplier part- Butt, supply chain manager at MB Aerospace, “was in identifying ners—through increased productivity.” it as a necessity, not an option, for our business strategy.” Over time, the number of Boeing suppliers is expected to drop The results include improvements in manufacturing areas at as the company focuses on working with its highest-performing both individual and team levels: partners. Developing and enhancing those relationships will con- • Identifying common tooling used in the production of 127 parts, tinue to provide innovative, best-of-industry, best-value solutions. reducing the number of tooling kits required from 127 to 17 Toward that end, Boeing is sharing some of its most successful • Reducing machined ring lead time from 39 days to 3.5 days strategies with suppliers through a variety of activities. Among • Reducing the assembly and alignment of rails into the Har- them: conducting Lean workshops and conferences, dedicating ex- poon launch system from 20 hours to 11 hours ecutives to support key supplier relationships, and partnering with The Supplier Partnership Initiative Lean engagement program and securing grants for Manufacturing Extension Partnerships includes education and training so key suppliers can apply Lean across the United States to help develop small- and medium-size practices in their own operations and flow it to their supply base. suppliers. “In doing so, they create a culture and build an infrastructure to “Our suppliers are an extension of our factory, so working to- drive continuous improvement,” said Donnita Bennett, manager of gether with them to meet high standards for quality, productivity and the Supplier Partnership Initiative. efficiency is more important than ever,” said Steve Schaffer, vice That’s what happened for MB Aerospace. president and general manager of Global Partners, Boeing Commer- “We had planned a tour of key suppliers to enlist their support cial Airplanes, and enterprise functional leader of Supplier Manage- in our Lean journey and the Supplier Partnership Initiative,” Butt ment within Engineering, Operations & Technology. explained. “We were a little wary of the reaction we would get, but Among the suppliers that have recognized the value of working we got a really positive reaction from the very first visits. We were with Boeing—and its own supply base—to drive Lean is Yoko- able to work through our needs and the suppliers’ processes.” hama Rubber Company, the provider for the 737 common lavatory and potable water tanks for the 737, 747, 767 and 777 airplanes. Lean+ in action YRC’s Lean journey began in 1999 with its need to reduce costs Driving Lean+ both deeper into factories—and into offices— and meet contract commitments for lavatories on the 757. After is a practice Shared Services Group has applied in its work with

BOEING FRONTIERS July 2007 19 n FEATURE STORY

Introduction of a moving line for 737 lavatory assembly at Yokohama Rubber Company resulted from assessments that Boeing conducted with the supplier as part of a long- term Lean engagement partnership. Yokohama Rubber Company photo

Software House International, a software distributor and mainte- renewal, both companies had the necessary data to ensure smooth nance clearinghouse for Boeing. processing. Through value-stream-mapping sessions, SHI and the SSG Information Technology procurement group identified a number of Creating a culture opportunities to improve the process for verifying and renewing While Boeing and its suppliers celebrate their successes, they software maintenance licenses. are keenly aware of the possibilities still ahead. Among the areas that saw improvement was the software “Lean takes constant attention,” said BCA’s Bristol. “If you maintenance ordering process. SHI was supposed to notify get comfortable, then you probably aren’t pushing improvement Boeing 90 days before a software maintenance package had to enough.” be renewed. However, incomplete data in the order history of- To sustain its momentum for continuous improvement, MB ten prevented the notification from being efficiently processed Aerospace includes Lean workshops, cost and cycle-time reduc- on Boeing’s end, which meant renewal periods expired before tion targets and supplier engagements in its business plan, Butt Boeing IT could respond. said. And YRC has transitioned from its 737 Kaizen Promotion “This could mean a systems engineer would be left without ac- Office to a team of Lean experts who focus on continuous im- cess to job-critical software, sitting idle until the license was re- provement for all parts of its company. newed,” said Celeste Lee, SHI Global Account director and vice Dan Korte, IDS vice president of Supplier Management & president. “It could also mean added expense, because Boeing Procurement, said he’s encouraged by suppliers who are establish- would have to buy the software anew, rather than paying the lower ing a Lean culture. cost for a renewal.” “Once you begin doing Lean, it becomes no different than get- SHI and Boeing corrected the problem by creating a common ting up and making the pot of coffee in the morning. It just be- software maintenance renewal form for all Boeing IT software comes part of the fabric of our daily existence. And that’s exactly purchases, ensuring all the necessary data was captured at the what we’re looking for,” he said. n point of purchase. Then, when software maintenance came up for [email protected]

20 July 2007 BOEING FRONTIERS n FEATURE STORY

performance improvements, providing feedback to individual sup- pliers, and guiding decisions about where to place business. But Boeing’s relationship with its suppliers has evolved over the Measuring up past seven years. The Boeing Enterprise Supplier Management Team realized that performance metrics needed to evolve as well. The up- Boeing enhances partner grade to the supplier measurement system will close the gap. “This tool, developed by the Supplier Management function, performance assessment tools streamlines our process for effectively—and uniformly—mea- suring the performance of our partners,” said Ron Shelley, vice By Debby Arkell president of Global Sourcing. “That’s important as we sharpen our focus on first-time quality and drive long-term, systemic improve- o ensure Boeing suppliers are performing at the highest lev- ments to make Boeing and our suppliers more competitive in the els, the companywide Global Sourcing growth and produc- marketplace.” Ttivity initiative requires better ways to measure supplier per- Instead of following a one-size-fits-all approach, the new sys- formance on levels beyond traditional quality, delivery, customer tem introduces new assessment options to support four distinct satisfaction and affordability ratings. Boeing business models: Those powerful measurement tools arrive this month. • Production, such as raw material and parts suppliers Boeing has long had processes and tools to measure supplier • Development, including research and concept development performance. Since the year 2000, one such tool, the Supplier Per- suppliers formance Measurement Report, has provided a snapshot of the • Support services, which includes providers of spares, modifi- overall health of the supply base and generated data for tracking cations and retrofits, training, and product support

Integrated Product Team members Michael Mills (from left), Kyle Song, Syl Keene and Theresa Gabelein conduct a supplier evaluation in Everett, Wash. Their ratings, agreed upon as a team, are part of the General Performance Assessment rating. Gail Hanusa photo

BOEING FRONTIERS July 2007 21 n FEATURE STORY

• Shared services, such as information technology procurement, employee financial services and site services suppliers “The enhancements will allow us to measure down to the level of a supplier’s business practices and give a clearer, better view of Boeing’s complete supply base,” said Kirsten Parks, Supplier Performance Process leader. “Boeing can check with suppliers to ensure they have the appropriate management systems and qual- ity management systems to meet our needs, and not just measure whether parts arrive on time and are good quality.” Existing customer satisfaction and affordability categories are being combined into a “General Performance Assessment” cate- gory, under which each type of supplier can be rated on technical factors, schedule, cost, quality performance and more, as deter- mined by the supplier’s business model. Consider the Developmental Supplier Assessment Measure tool, which is scheduled to roll out formally this month after a year of testing. “With DSAM, Boeing will now be able to rate a supplier on its progress throughout a developmental program, where cur- rently this type of supplier is only evaluated upon delivery of the end product,” said Sandy Poole, Supplier Program Manager and Enterprise DSAM team leader. “Developing a tool to help us gain early and ongoing visibility into problems or poor performance can help us better manage our business.” For example, an IDS supplier may provide production parts for the C-17 and be a supplier to Boeing on a three-year development program, delivering a single item at the end. The old supplier per- formance measurement system would only score the supplier on Greg Filzen, a procurement agent for Commercial Airplanes Global Partners, conducts a supplier performance evaluation at the quality and delivery of finished products, but it had no way to his work station in Everett, Wash. Filzen works with other pro- track that supplier’s performance on the development contract. curement agents as part of a cross–business unit effort to align Northrop Grumman, a supplier on the P-8A Poseidon aircraft, processes that relate to Boeing supplier Goodrich. is one company that used the new DSAM during its test. Bob Bro- Gail Hanusa photo ton, Northrop Grumman program director for the P-8A sensor suite, said the DSAM tool is “a major communication tool” to help Boeing and suppliers better understand each other’s perceptions. to clearly express expectations and work together with suppliers “It forces to the table differences we may have in how we per- along the way to make improvements. This improved approach ceive our performance,” he said. “The tool standardizes the criteria to measuring supplier performance truly helps strengthen Boeing by which we’re rated, provides stronger definitions and ultimately and supplier partnerships,” he said. fosters dialog with Boeing about the rationale behind performance “There is great value in Boeing having one face to our sup- assessments. It’s a much stronger, more valuable tool for us.” ply base with a consistent performance measurement process and Similar tools have been created for evaluating shared services one language within Boeing and across our supply base,” said Tom and support services suppliers. Suppliers such as Dell are eager for Peterson, director of Supplier Management and Boeing Supplier those tailored measurement tools. Up until now only its production Management Performance Team leader. “We are enabling our sup- performance metrics, such as the quality and on-time delivery of pliers to focus on execution to plan—and providing common mea- hardware, were tracked. Boeing had no way to track, measure and surement standards across Boeing.” n score the significant technical support they provide. [email protected]

One-company approach The enhancements to the Supplier Performance Measurement A new way of scoring Report let Boeing take an enterprise approach to gathering and ap- In addition to the new supplier performance measurement tools, plying supplier performance data. the manner in which suppliers receive their overall composite score For example, many programs have created separate tools to also will change, ultimately affording a more accurate look at a measure developmental suppliers’ performance. But once DSAM makes it debut, all developmental programs will use the same tool supplier’s total performance. and the same criteria. Currently scores in areas such as cost, schedule, customer “There were multiple tools within IDS, all rating suppliers in satisfaction and quality are based on the lowest rating among different ways,” Poole said. “Now there is one consistent tool to five categories. When the new tools come online this month, the be used across the enterprise, and the tool is no longer program- supplier will receive a composite score that is more indicative of specific. Data can be shared enterprisewide, and programs at the suppliers’ overall performance. There are three performance Boeing can compare notes.” categories in the composite score: quality, delivery and the new The new assessment tools will foster communications between General Performance Assessment. Boeing and the suppliers about their performance, Parks said. “The data, combined with regular communication, enables Boeing

22 July 2007 BOEING FRONTIERS n INTEGRATED DEFENSE SYSTEMS

ect-level buffers; shift resources from non- critical tasks to critical ones; implement buffer recovery procedures when warranted. On the commercial satellite program, “We made a commitment to adopt CCPM as our new operating mode, and this de- cision really paid off by helping us iden- tify and focus on the most important tasks at any given time,” Tomei said. “We im- proved our overall situational awareness, streamlined our task-to-task handoffs, and accelerated the flow of work.” The result: The team is on track to complete the system design phase in 15 months, compared to the 36 months it took on a similar program. “We proved that if you invest the time to build a solid precedence network and identify and address fundamental behav- ior changes that are required, CCPM can be applied in an engineering design and development environment characterized by complex product requirements, high uncertainty, numerous iterations and com- plex interactions,” Tomei said. Space and Intelligence Systems employees Bruce Tomei (from left), Jonathan Fish, “Bruce and his team have delivered Steve Sichi, and Ying Feria plot Critical Chain Project Management strategy. time-saving and cost-saving results by Sally AristEi photo implementing CCPM on upfront design and engineering processes,” said Marshall Short, director of Engineering for S&IS. “Each day at the beginning of a program Keep the chain intact is just as important as a day near the end of a program, and I applaud this team for using innovative methods to give visibil- ity to critical chain tasks very early in the S&IS speeds work that we had to adopt a new approach to life cycle.” n planning and managing our day-to-day on complex programs execution or we were not going to be successful,” said Bruce Tomei, manag- By Joel R. Nelson er of the program’s System Engineering and Integration team. Assembling the chain he fact that Boeing Space and In- The CCPM approach recognizes that telligence Systems is progressing uncertainty and competition for resources Here are the key steps in Critical Chain Tsteadily on one of its commercial are inevitable; it provides three fundamen- Project Management. satellite programs is not unusual. What’s tal rules for managing their effects: 1. Build a quality precedence network. noteworthy is the program’s use of a pro- • Limit the amount of work in process. Thinking through the steps to achieve a gressive approach to managing projects. Stagger and control the release of work desired output offers benefits such as identi- That approach is Critical Chain Project to prevent multitasking; prioritize tasks; fying opportunities for improvement. Management, and it’s having a measurable don’t start work unless it can be complet- impact at the S&IS satellite manufacturing ed without interruption; finish tasks before 2. Focus on mindset and behavior changes. facility in El Segundo, Calif. On one pro- starting new ones. This helps instill a sense of urgency and gram the approach cut by almost 60 percent • Create a buffered schedule. Remove engrain a “relay race” mentality. the time needed to complete the front-end excess time in conservative estimates of 3. Establish new processes. This ensures system design. task durations; aggregate this time at the that people are working in a coordinated CCPM addresses the organizational overall project level for all task owners to manner and are focused on the right priorities. forces and natural human tendencies that draw upon when necessary; focus individ- conspire to delay projects, making it espe- uals on working to aggressive schedules; 4. Provide an open environment. This removes cially useful for managing the complexity adopt a relay race mentality of handing off the stigma that can come with seeking help. inherent in designing and building ad- tasks as quickly as possible. 5. Utilize a tool to manage complexity. It’s vanced satellite communication systems. • Manage daily execution to global met- not easy to identify the critical tasks in a “We knew from the outset, given the rics. Monitor the remaining duration of complicated network. scope and complexity of this system, critical tasks and the consumption of proj-

BOEING FRONTIERS July 2007 23 n INTEGRATED DEFENSE SYSTEMS Knowing what we know

Simulation software engineers A.J. Curtis (left) and David Prody work in the Advanced Rotorcraft– Rapid Prototyping Mission Simulator. The AR- RPMS team used Collaborative Environment tools to tap into Boeing knowledge, saving hundreds of hours in developing the system. Bob Ferguson photo

sion Simulator, the team took advantage of uct that exceeded expectations.” Hackett Portal helps boost tools on the Modeling, Simulation, Anal- so values knowledge sharing that he made ysis and Experimentation Collaborative increasing usage of CE tools a metric for knowledge sharing Environment, a portal on the Boeing in- his team in their Vision Support Plan. tranet. The tools on the CE provided the This team’s experience is one of many all across Boeing team with plenty of assistance, including cases of employees using the CE’s collab- connections to experts around Boeing. orative tools to boost productivity through By Marc Sklar “What we learned from them made a the sharing of knowledge among Boeing ast year, Jeff Hackett and his team huge difference in how quickly AR-RPMS employees. “A single tool does not satis- were tasked to develop a new en- came together,” said Hackett, manager fy all the needs of various stakeholders, Lgineering tool for prototyping and of a Mesa, Ariz.–based Simulation and just like a hammer is not enough to build demonstrating advanced helicopter crew- Prototype Software Team for Integrated a house. Our portal contains a suite of station concepts and technologies. Defense Systems. “Through collaboration, tools, each with its niche capability,” said To more efficiently develop the Ad- we saved hundreds of man hours and were Krishna Badhrinath, who oversees the vanced Rotorcraft–Rapid Prototyping Mis- able to provide our customers with a prod- portal. He’s a manager of Modeling and

24 July 2007 BOEING FRONTIERS n INTEGRATED DEFENSE SYSTEMS

Simulation Collaboration and Metrics for helping employees save literally thousands Analysis, Modeling, Simulation and Ex- and thousands of hours and spreading best perimentation (AMSE), a segment of IDS’ practices supporting both Lean+ and Advanced Systems organization. Development Process Excellence (two “We provided our customers with a product Knowing what we know that exceeded expectations.” —Jeff Hackett, an Integrated Defense Systems manager, on the end result of the benefits provided by the Collaborative Environment portal

The portal can be accessed by any companywide growth and productivity Boeing employee who is a U.S. Person, initiatives).” and online training sessions are provided While AMSE built the portal for the frequently (see the CE’s “Announcements” MSA&E community, other organizations section). Its tools promote knowledge shar- have used it or are incorporating elements ing, drawing from other Boeing elements into their own portals. “The CE team has and outside resources. The tools include added so much value by bringing all these • The Boeing Resource Access Sys- tools together in a way that maximizes the tem (BRASS). This secure, web-based sharing of information and speeds access information-sharing system provides soft- to answers when they’re needed,” said Guy ware-configuration management and other Higgins, vice president, AMSE. capabilities. Under the technical leadership Dale Spaulding can attest to that. of Mary Wang, software engineer, Phantom Spaulding, a software quality engineer, Works, Strategic Development & Analysis, faced the challenge of supporting a new and Global Trade Controls expert Ricardo systems engineering project that was larg- Barreiro, BRASS has incorporated key ex- er than his prior projects. He had used a port compliance features for management locally developed tool to manage software of collaborative international projects. quality on his previous projects but felt it • The Teamcenter MSA&E (Modeling, was not right for the new job. Yet he was Simulation, Analysis and Experimenta- sure someone else had the right system. tion) Repository. Teamcenter is a Boeing “I posed a question in AskMe on standard Product Lifecycle Management Boeing-approved tools for Software Qual- system. The CE uses it as a repository for ity Engineering that would support a tools, models, data, large reports and video large-scale engineering activity,” Spauld- and audio recordings of demonstrations. ing said. “I received back a detailed study • The file-server MSA&E Repository. on two SQE tools used widely in IDS. That A location to store large files such as the let us make a quick, informed decision and entire proceedings of conferences. saved us hundreds of hours of research.” • The AskMe Knowledge Manage- Another key to the portal’s success is ment Tool. In addition to requesting spe- there are no content administrators for cific information, employees can use this each tool. It’s an open-sharing environ- commercial off-the-shelf program to post ment with appropriate access control and personal profiles, join communities of in- information security mechanisms in place. terest, and be alerted when questions or “Community feedback has also given us any content in their field are posted. Those more than 200 suggestions for addition- By the numbers seeking help receive lists of registered al features and improvements,” said Lee In just two years, and with mostly word-of- subject matter experts, discussion topics, Aguiar, CE technical lead. mouth promotion, use of the Collaborative communities, files and more, all related to “The CE truly reflects the spirit of ‘of Environment’s AskMe tool is impressive. their search or question. the people, by the people, for the people’,” Here are some statistics. The portal also has a portlet borrowed Badhrinath said. “The users provide con- Number of documents from Shared Services Group that lists all tent, share knowledge and expertise, shape published SharePoint groups the user belongs to; a the future capabilities of this environment, 1,578 user-selected-links section that contains and utilize the wealth of knowledge col- Number of unique users useful MSA&E resources; and links to lected. The CE’s value will grow exponen- 1,428 SSG collaboration tools. tially as more people add content that is Savings from using the tools included then used across the enterprise.” Number of answers users provided, to 396 questions in the CE add up. Recent calculations es- To access the CE, visit https://msa.web. 547 timated that AskMe and BRASS are prob- boeing.com on the Boeing intranet. This Number of frequently-asked- ably saving Boeing more than $4 million page will direct you to the portal. n 313 questions documents created each per year. Said Badhrinath: “The CE is [email protected]

BOEING FRONTIERS July 2007 25 n INTEGRATED DEFENSE SYSTEMS Working together matters here St. Louis labs ensure that weapons systems interact flawlessly

By Kathy Cook

oeing’s Global Strike Systems organization delivers fighters, Bbombers, weapons and unmanned systems for U.S.-allied defense depart- ments and ministries worldwide. But in a reflection of the way Boeing designs and develops products, GSS also ensures Boeing weapons systems are fully inte- grated—to the end that warfighters have the best possible tools to accomplish their mission. Kurt McDougal, manager of the IDS Electronic Systems Integration Labs (ESIL), and his team in St. Louis are tasked to ensure the electronics for Boeing weapons systems—whether it’s an At the EA-18G integration lab in St. Louis, Claudeliah Terry (left) checks data while Matt Tosto tests simulation equipment. They’re engineers on the EA-18G program. F-15K or an F/A-18E/F—work seamlessly. Ron Bookout photo “These weapons systems are very intri- cate and complex,” McDougal said. “Each element has to work with every other ele- fy the aircraft avionics system, including nas to be sure each one has the desired cov- ment. It’s never as easy as just hooking the the new ANAV, provided the required im- erage—and that an antenna for one system boxes together.” provements to navigation and weapons tar- doesn’t adversely affect the antenna func- In addition, several other services are geting accuracy. tion of another system. At the Test Range, offered, including what McDougal called Electromagnetic Compatibility (EMC) In- full-size aircraft models are mounted on “deliverable facilities”—ready-made labs tegration Facility: This facility ensures that 50-foot (15-meter) towers. A positioner de- that international customers can set up in new systems are compatible from an elec- vice under the model allows it to be rotated their countries to be able to integrate new tromagnetic aspect. New systems, such as horizontally and vertically to measure the capabilities onto their aircraft. Here’s a new missiles or avionics boxes, are sub- antenna coverage at all angles. The facility brief look at the work being done in the jected to electromagnetic “noise” to eval- also has a robust capability to characterize five major ESILs. uate the effect on them. Additionally, the radomes, the aerodynamic covers that pro- Integration labs: These labs take elec- lab personnel make sure the item itself tect the antennas from the environment. tronic subsystems under development and is not emitting noise that could interfere Near-Field Test Facility: This facility’s integrate them in simulated aircraft environ- with other systems. The facility is the only mission is to verify the radar cross sec- ments with other components of a particular National Voluntary Laboratory Accredi- tion of an aircraft to ensure that it’s as in- aircraft or weapons system. By bringing all tation Program–certified EMC facility visible to opposing radar as possible. The the hardware and software together, the lab at Boeing. Naval Air Systems Command F/A-18 program randomly samples 10 air- can make sure that the new subsystem does regulations require that only NVLAP- craft a year, as they are assembled, to veri- what it’s supposed to do within the context certified facilities be used to qualify na- fy the radar cross section. of the overall avionics system. val aircraft systems. The EMC team also Compact Range: The Compact Range For example, the F/A-18E/F team is supports aircraft safety-of-flight testing, performs the same mission as the near- developing an advanced navigation sys- and has been called upon to support other field facility, except the evaluation is tem (ANAV) that combines two separate activities, including verification of ground done on aircraft parts, rather than the en- boxes for the inertial navigation system support equipment and development of tire aircraft. The compact range employs and global positioning system into a sin- EMC test procedures for the Boeing 787 a large radio frequency reflector, which gle, integrated box. The subcontractor for Dreamliner program. is used to simulate radar return signals at the system, Honeywell, designed and built Smartt Field Antenna Test Range: This long ranges. n the box. But it was up to Boeing to veri- facility checks the performance of anten- [email protected]

26 July 2007 BOEING FRONTIERS n INTEGRATED DEFENSE SYSTEMS

apply training technology to increase the readiness of our warfighters, who increas- ingly work in coalition operations. In a A special assignment way, the program allowed me to be a father helping his son.” Boeing employee’s viding a much-needed focus to deliver the Monson is a Boeing Technical Fel- best capability to our customer.” low with a specialty in distributed simu- efforts on helping The 30-month program is the U.K. Mis- lation (the linking of simulators through sion Training Through Distributed Simu- a network to allow pilots at various loca- U.K. define training lation Capability Concept Demonstrator tions to train together). He was behind the (U.K. MTDS CCD). The program is being scenes in the mid-’90s when Boeing dem- has personal meaning provided by Team ACTIVE, a team led by onstrated Distributed Mission Operations U.K.-based research firm QinetiQ. Boeing (DMO) technology to the U.S. Air Force. “Just as that work contributed to the birth By Stacey Ritter is the team’s major partner and is assisting the U.K. in defining the requirements for of DMO, I feel this work will contribute to hen Steve Monson, chief tech- providing unit, joint and coalition training a future of recurring training for coalition nologist for Training Systems in a synthetic environment. forces,” he said. and Services, said yes to an as- As the father of a U.S. Marine who’s The U.K. MTDS CCD program will W involve 10 aircrew trials and technical ex- signment to help win and manage a new served one tour in Iraq and is preparing demonstrator program in the United King- for another in early 2008, Monson under- periments. The trials involve frontline air- dom, he had no idea how it would affect stands the value of effective joint and co- crew from the Royal Air Force and other him both professionally and personally. alition training and is passionate about the services and are being supported by mil- With two- to three-week trips to the development and delivery of cutting-edge itary experts from the RAF Air Warfare U.K. occurring monthly, the little time he technologies to warfighters. Centre. The trials will provide evidence to had at home was hurried—preparing for “My son is a U.S. Marine who complet- answer questions about the overall scope the next trip, spending time with his wife ed his first tour in Iraq just as the program’s and shape of any future MTDS require- and two children and tending to house- first exercise—Battle Buzzard—was be- ment, the simulation fidelity required hold tasks. ing completed. The exercise demonstrat- and the ways to maximize the most cost- “Murphy’s Law was right: if that garage ed the potential to deliver training for U.S. effective training benefit. door spring is going to break, it will break and U.K. pilots providing close air support The MTDS CCD facility includes four when I’m gone,” Monson said. “However, as directed by the U.K. and U.S. Forward Tornado GR4 cockpits and four Typhoon being on-site in the U.K. is important, re- Air Controllers,” Monson said. “This pro- cockpits linked in to a comprehensive ex- ally immersing me in the program and pro- gram is about understanding how we could ercise management, planning, briefing and debriefing facility. These can be connect- ed to similar assets at the U.S. Air Force There’s a special reason Research Laboratory at Mesa, Ariz., and why Boeing employee to the Aviation Training International Steve Monson (left) recog- Ltd.’s Apache training simulators in the nizes the value of effective United Kingdom, as well as to other sites. joint and coalition training: His son Matt (right) is a All systems are linked over a secure wide- U.S. Marine who’s served area network. one tour in Iraq and will Over the coming months, Team ACTIVE serve another in 2008. will continue to enhance the capability of Photo courtesy of Steve Monson the RAF Waddington facility, based on the experience of previous events. A seven- seat AWACS capability is due to be add- ed in the next few months. And govern- ment negotiations continue on linking the U.K. facility to the U.S. Distributed Mis- sion Operations Network. This network in- cludes participants from U.S. services and allies and permits them to “wargame” and rehearse highly complex campaigns. “I am very excited about the capabili- ties Boeing is providing to this innova- tive demonstrator program,” Monson said, “and proud of my contribution to a pro- gram designed to examine how we can increase the readiness of warfighters and help ensure the safety of our sons, daugh- ters, relatives and friends.” n [email protected]

BOEING FRONTIERS July 2007 27 n COMMERCIAL AIRPLANES

A new ETOPS rule will make long-range flying more convenient

By Jay Spenser

n Feb. 15, 2007, the U.S. Federal Aviation Administration enacted Ocomprehensive new regulations governing extended operations (ETOPS)— flights on long routes over water or others that at some point take the airplane far from an airport. Known as the ETOPS rule of 2007, this regulatory updating will raise Connecting the dots

the industry to a higher level and make long-distance air travel more convenient and efficient. This new rule is important to Boeing be- cause it affects what airlines will require in terms of airplane size and performance, as well as the relative demand for these differ- ent jetliner size categories. It also includes updated type-design requirements that have an effect on how Boeing develops new prod- ucts like the 787 Dreamliner and 747-8. Performed with two-engine jetliners, or twinjets, since 1985, ETOPS sets the high- est standard for safe, reliable, long-haul flying and is the state of the art in inter- continental air travel. Airlines have logged more than 5.5 million ETOPS twinjet flights over more than two decades, and some 143 operators worldwide fly about 1,700 more every day. ETOPS uses a “preclude and protect” approach that makes these operations even safer and more reliable in two ways: • ETOPS reliability enhancements pre- clude many mechanical- or system-related airplane diversions by reducing the need for flight crews to declare an emergency and divert to an airport other than the in- tended destination. • ETOPS operational requirements fur- ther protect the airplane, its passengers and its crew on those rare occasions when diver- sions occur. (Diversions can’t be eliminated

28 July 2007 BOEING FRONTIERS n COMMERCIAL AIRPLANES

entirely because most are the result of pas- senger illness, weather or other factors un- related to the airplane and its systems.)

MAJOR regulatory changes The ETOPS rule of 2007 brings big changes to the ETOPS program. Building on the propulsion and systems reliability of today’s long-range twinjets, this rule’s up- dated requirements maintain existing safety standards while giving carriers the opportu- nity to fly properly configured and approved twinjets on optimal flight routings between virtually any two cities on earth. For the first time, this rulemaking ap- plies ETOPS requirements more broadly to cover the extended operation of three- and four-engine passenger jetliners. The Boeing twinjets such as the 767 and the FAA has taken this action because the dra- 777 have helped many airline customers matic growth in airplane range capabilities perform ETOPS (extended operations) has resulted in flights increasingly travers- flights—and connect more city-pairs. ing remote regions of the world. Shown here (clockwise from top left) are a Continental Airlines 767, a Singapore Regardless of how many engines they Airlines 777, a Qantas Airways 767, an have, all airplanes that fly these routes con- Emirates 777, a Pakistan International tend with the same operating challenges in Airlines 777 and a Jet Airways 777. terms of weather, terrain and limitations Connecting the dots in navigation and communications infra- structure. Therefore, applying the proven protections of ETOPS to three- and four- engine passenger jets when they perform extended operations raises the industry to a higher and more uniform level of safety and reliability.

Transforming air travel In 1985, a Boeing 767 in transatlantic service performed the world’s first ETOPS flight. That largely unheralded event al- lowed a profound transformation of global air-service patterns that continues today. Before ETOPS, large airplanes such as the four-engine 747 or the three-engine DC-10 were the undisputed workhorses of air travel between Europe and North America. Today, intermediate-size twin- jets like the 767 and 777 account for more than 70 percent of all transatlantic flights, and similar changes are occurring else- where (see map on Page 31). How did this happen? The answer is technology, market liberalization and ETOPS. Starting with the 767 of 1982, fuel-efficient twinjets powered by enor- mously reliable high-bypass-ratio fanjet engines entered service that combined long range with smaller capacities. Moreover, overnight deregulation of the U.S. aviation industry in 1978 began a global easing of restrictive air-service policies. This liberal- ization gave airlines the freedom to pioneer new services. QANTAS AND CONTINENTAL: BOEING PHOTOS; OTHERS: TIM STAKE PHOTOS

BOEING FRONTIERS July 2007 29 n COMMERCIAL AIRPLANES

Once ETOPS became available in the used them to bring these markets up to instead of having to transfer at major air- mid-1980s, airlines began linking a grow- daily service, benefiting their business and ports. Case in point: Twenty-five years ing number of the world’s cities. But other time-sensitive travelers. ago, traveling from Atlanta to Milan, Italy, ETOPS isn’t entirely a widebody story; In addition, ETOPS lets airlines link required flying to New York, taking a large single-aisle twinjets such as the 737 also jet from there to a European hub such as offer greater range than in the past and to- London or Paris, and then boarding yet a day are flying ETOPS services worldwide. The result of ETOPS has been a third flight to Milan. Today, just one flight The result has been a profound evolution of profound evolution of air-service is required, because ETOPS twinjets di- air-service patterns that makes flying more rectly link these and countless other cit- convenient and efficient. patterns that makes flying more ies worldwide. In fact, this ETOPS trend A quarter-century ago, the 747 was the convenient and efficient. of “bypass flying” has reduced pressure on only airplane that could fly the world’s lon- the world’s busiest airports. gest routes. Some of these routes had just ETOPS also makes flying more conve- a few flights per week, because travel in secondary markets that won’t support prof- nient between major hubs by letting air- those markets wouldn’t sustain daily ser- itable service with large jetliners. As a re- lines divide the total number of passen- vice. Once long-range, smaller-capacity sult, travelers today are increasingly likely gers among a greater number of smaller ETOPS twinjets became available, airlines to find nonstop flights to their destination airplanes (two 767s carry about the same

The Boeing family of 777 jetliners recently marked its 1 millionth ETOPS (extended operations) flight. Boeing graphic

A million reasons to cheer The 777 is the first airplane designed from the outset for ETOPS. In The Boeing 777 recently celebrated a major ETOPS (extended opera- fact, it was the first airplane to receive its FAA and ETOPS certifica- tions) milestone. Based on reported and projected 777 fleet data, Boeing tions simultaneously—otherwise known in industry parlance as estimates that this family of twinjets flew its 1 millionth ETOPS flight on “ETOPS out of the box.” Today, the 777 twinjet family includes five May 11. passenger models, including the 777-300ER (Extended Range) and 777-200LR (Longer Range), which let airlines serve very long The 777’s journey to reach 1 million ETOPS flights began with its intro- nonstop routes. For cargo operators, Boeing is developing the 777 duction to service on June 7, 1995—which, fittingly, was a transatlantic Freighter, scheduled to enter service in 2008. ETOPS flight. To date, the 777 world fleet has accumulated more than 14 million flight hours, the majority in ETOPS service. —Jay Spenser

30 July 2007 BOEING FRONTIERS n COMMERCIAL AIRPLANES number of passenger as one 747). This practice benefits airlines through increased operational flexibility and passenger satis- faction. Passengers also come out ahead because they have more travel options, greater convenience in flight times and— since ETOPS gives airlines more ways to compete—lower ticket prices. Furthemore, ETOPS offers environ- mental benefits. Because twinjets are in- herently more efficient than jets with three or four engines, they use less fuel and cre- ate fewer emissions. In fact, the Boeing 787 Dreamliner, scheduled to enter service next year, will be the most fuel-efficient twinjet of all. Despite having fewer than half as many seats as the biggest four-engine jets, the 787 will use less fuel per passenger seat than any other jetliner.

Product changes Type-design requirements in the U.S. ETOPS rule of 2007 will guide the devel- opment of all future commercial jet trans- ports except those dedicated to short-haul A (t)win-(t)win commuter operations. For existing three- or four-engine jetliner types, this rule requires situation no design changes unless these airplanes As these graphs show, the number remain in production past Feb. 17, 2015, of twinjets serving routes between at which time ETOPS design changes that the United States and destinations further enhance reliability must be incor- across both the North Atlantic and porated into their manufacture. North Pacific oceans has increased This new ETOPS rulemaking is guiding steadily since the mid 1980s. In the design of the next two Boeing jetliners. fact, twinjets now handle about The new 747-8—a major derivative of the three times as many flights across 747, history’s most successful widebody— the North Atlantic as three- and will be the first four-engine airplane de- four-engine airplanes do. signed from the outset for ETOPS. The 747-8 will enter service as a freighter in 2009 and a passenger plane in Graphs reflect scheduled passenger flights per week from the United States across the North 2010. Because all-cargo operations involv- Atlantic and North Pacific as counted in the ing airplanes with more than two engines Official Airline Guide are exempted from the new ETOPS rule, just the 747-8 Intercontinental passenger version will be subject to ETOPS require- ments when U.S. air carriers, and airlines based in other countries that adopt similar regulations, fly it on extended-diversion- time routes. ETOPS around the world The all-new 787 Dreamliner, which en- Twinjets operating under ETOPS ters service next year, also meets these lat- rules set the standard for safe, reli- est ETOPS design requirements. Boeing able long-range flying around the plans to certify long-range versions of the globe. Currently, Boeing twinjets 787 to allow operations up to its design ca- alone perform about 40,000 ETOPS pability, giving airlines the flexibility to fly flights per month in service with optimal routings between any two cities on earth for which the airplane has sufficient more than 100 operators world- range. Boeing also plans to extend the di- wide. Of the 5.5 million ETOPS version capabilities of certain 777 models, flights logged since 1985, Boeing based on customer needs. n jets account for 4.5 million. [email protected]

BOEING FRONTIERS July 2007 31 n COMMERCIAL AIRPLANES Worth a medal engineers provided “miniaudits” and “We’re like unofficial consultants,” said How a Boeing team guidance on flight-crew training, flight- Andrew Madar, CSO Associate Techni- operations engineering and maintenance cal Fellow for Flight Operations Engineer- is helping strengthen engineering as China’s airlines transi- ing. “We help with organizational struc- tioned from their previous Russian sys- ture, skills training, route design, airport Chinese aviation before tems, training and organizational structure design, regulations—and each skill here Olympics, 787 arrival to Western equipment and business meth- keeps in touch with its home [Commercial ods. One of the first Boeing employees to Airplanes] organization.” By Maribeth Bruno work on the program was Senior Instructor Commercial Airplanes Flight Opera- Pilot Frank Hankins, who became an ob- tions Safety regularly sends pilots to make ood morning!” the waitstaff cho- ject of great curiosity on some of his early presentations at CSO events and exchang- rused. “Good morning!” business trips to rural China. es information with CSO on how Boeing G The workers at a family res- “The students have always been very products are being operated in China. taurant near Boeing China headquarters receptive and appreciative,” Hankins said. “Long-term relationships are very im- in Beijing had evidently been among the “Many of the students I taught years ago portant in China,” said Flight Operations thousands of residents who had received are now managers or high-level executives Safety Chief Pilot David Carbaugh. “To instruction in English and etiquette as part at the airlines or the CAAC.” have individuals dedicated to supporting of the city’s preparations for hosting the CSO has grown to two instructor pilots, the Chinese who are familiar, accessible 2008 Summer Olympics. four flight-ops engineers and four mainte- and understanding is a key element in our New English speakers, construction nance engineers, plus Paone and one of- China strategy. … I know when I go home cranes and promotional signs around Beijing fice administrator. Each year, it conducts in the evening [in Seattle] our CSO team is are a constant reminder of China’s efforts about 100 classes and seminars for 2,500 starting their day supporting our custom- to pull off “the best games ever.” The coun- to 3,000 aviation professionals in Beijing ers, and that makes my job much easier.” try’s aviation industry is part of this pic- and around the country—mostly in Chi- “We also work closely with Commer- ture. Its recent purchases of dozens of new nese, thanks to the group’s six Chinese en- cial Airplanes Sales and CAS Sales,” said airplanes, including 57 Boeing 787 Dream- gineers. CSO Technical Specialist Ray Tang. “We liners, were spurred in part by the need to Plus, the group jointly hosts about five identify opportunities for them, or they ask transport visitors to and from the games. conferences per year with organizations us to assist particular customers.” Beyond this defining event, Boeing such as the CAAC, U.S. Federal Aviation Pat Gaines, CAS vice president of Cus- forecasts that China will need 2,300 jetlin- Administration, International Air Trans- tomer Support–Asia Pacific, said “Boeing ers over the next 20 years, making it one of port Association, International Civil Avi- has developed very close relationships with the world’s largest airplane markets. That’s ation Organization and the American the Chinese carriers, based on a foundation a lot of change in not very much time. To Chamber of Commerce. of trust and world-class customer support. ensure that its successful relationship with China will continue, Boeing is working closely with the General Administration of Civil Aviation of China (CAAC) and air- lines as they prepare for the Olympics and continue to develop one of the world’s saf- est and most efficient aviation systems. Assisting in this unique task is the equally unique China Support Organiza- tion, a Beijing-based customer-support division of Boeing Commercial Aviation Services. “The team that’s now known as the China Support Organization start- ed with a major sale of Boeing aircraft to China in the early ’90s,” said CSO Direc- A China Eastern Airlines 737-700 demonstrates an tor Michael Paone. “Both sides understood advanced navigation system from Jeppesen, a Boeing focused assistance would be required for subsidiary, with a landing at Linzhi in Tibet. Boeing’s China the country’s aviation industry to develop Support Organization helped coordinate the technology safely and efficiently.” demo, translated necessary documents and provided interpretation at the event. The program’s instructor pilots and (Joe Burkhardt photo)

32 July 2007 BOEING FRONTIERS n COMMERCIAL AIRPLANES

Young Wang (from left), China Support Organi- zation technical specialist, and Andrew Madar, CSO Associate Technical Fellow, Flight Opera- tions Engineering, discuss cost index data with Li Lin, a performance engineer for China South- ern Airlines, during an April visit to the airline’s offices in Guangzhou. Chengguan Long photo

The CSO team, in conjunction with our October that provided details on the 787’s able accommodation and a harmonious Field Service offices, has been absolute- advanced technologies, while addressing meeting of China and the West. “Green ly vital in providing a solid link between infrastructure gaps, materials in need of Olympics” centers on environmental pro- Seattle and the customer.” translation and updates to regulations. tection. And “High-Tech Olympics” cov- One of CSO’s most important part- CSO continues to act as a liaison in these ers the expansion of China’s information nerships with Commercial Airplanes discussions. technology. is in preparing 787 buyers Air China, One thing that’s already certain is that It may be a coincidence that these China Eastern Airlines, China Southern the 787 “is going to be a life-changing air- themes—comfortable, environmental, high- Airlines, Hainan Airlines and Shanghai plane,” Paone said. “It will expand Boe- tech—fit with the promise of the 787. Or Airlines to take full advantage of the new ing’s presence here and be a major factor in it may be yet another indication of how airplane’s e-Enabled capabilities, digital the growth of China’s aviation industry.” Boeing, through organizations such as support data system, and training strat- It’s fitting that a country as deter- CSO, is listening to its customers and egy. The group has engineers assigned to mined to grow as China would focus its providing them with the tools they need each of these areas. It also helped conduct Olympics on not one but three concepts. to compete and win. n a Service-Ready Conference in Beijing in “People’s Olympics” promises comfort- [email protected]

BOEING FRONTIERS July 2007 33 n FEATURE STORY One last hurrah for a unique aircraft

34 July 2007 BOEING FRONTIERS n FEATURE STORY

A look at the Airborne Surveillance Testbed, which generated knowledge that’s still used by Boeing programs

By Lynn Farrow

mong the many definitions of family offered by the dic- One last hurrah tionary is this: “A group of people united by certain con- Avictions or a common affiliation.” And united they were—hundreds of Boeing employees, along with their Raytheon teammates, who put together an amazing for a unique capability: a once-classified program called the Airborne Sur- veillance Testbed. The project was a key element of the U.S. Department of Defense’s Strategic Defense Initiative and a precur- sor to today’s missile defense technology. At the heart of the pro- gram was a specially-modified Boeing 767—the first commercial aircraft 767 Boeing designed and built. “It’s fair to say that this plane was so unique it literally stood by itself,” said Henry Stahl, former AST flight-test director. “We did things with that airplane that no one else had done with a transport, putting sensors on it, adding exterior ventrals to provide more lat- eral stability, flying at altitudes that exceeded typical commercial service, landing on short runways. That is why everyone was inter- ested in being part of the program.” The AST, retired in 2003, was recently dismantled. Yet the air- craft lives on through the knowledge gleaned by AST teammates who contribute to numerous Boeing programs.

The humpback of boeing fame The AST program began in July 1984 as the Airborne Optical Adjunct program under the sponsorship of the U.S. Army Space and Missile Defense Command (formerly the U.S. Army Space and Strategic Defense Command). It was established as a tech- nology demonstration project, and initial research was aimed at evaluating whether an airborne infrared sensor could reliably de- tect, track and discriminate intercontinental ballistic missile war- heads from decoys and debris, then hand over the position of those warheads to ground interceptors as part of an overall U.S. missile defense system. In 1991, at the time of the Gulf War, emphasis shifted to defend- ing U.S. troops and installations from theater ballistic missiles— short-range missiles, such as Scuds—versus the longer-range ICBM (intercontinental ballistic missile), such as the Minute- man. The program’s name changed to Airborne Surveillance Test- bed. The test bed was used to gather precise data characterizing the flight, destruction and debris-fall of theater ballistic missiles as well as ICBMs. As the prime contractor, Boeing furnished the 767 platform (se- Wally Blacklock was the Advanced rial No. 1) at no cost to the U.S. government and modified it to Surveillance Testbed’s mission carry a Raytheon-built large-aperture infrared sensor. The most technician from 2000 to 2003. He distinctive part of the plane was a hump, known as the cupola. now supports Boeing’s Wedgetail Measuring 86 feet long and 8 feet high (26.2 by 2.4 meters), it program; a Wedgetail aircraft is in resembled an inverted canoe and extended along the top of the the background. ed turner photo fuselage from the cockpit to the wing. The cupola contained two removable modules, each with a viewing port that could remotely open and close during high-altitude flights, and was aerodynami- cally shaped to minimize the drag on the airplane. Two ventral fins were added to the rear of the airplane for increased stability during takeoff, landing and slow-speed flight.

BOEING FRONTIERS July 2007 35 n FEATURE STORY

were sensitive in three different color regions of the infrared spec- trum. The hotter an object was, the bluer it appeared—while cooler objects appeared red. The temperature of the object could be mea- sured by determining the amount of energy seen in each of the three infrared colors. The detectors in the AST sensor were cryogenically cooled to extremely low temperatures, enabling the sensor to pinpoint ob- jects that emitted very small amounts of heat in the cold vacuum of space. Sensitive enough to detect the heat of a human body at a distance of more than 1,000 miles (1,600 kilometers), the AST sen- sor demonstrated an unmatched capability to detect a wide range of ballistic target objects simultaneously during their midcourse phase, when their temperatures were extremely low. Temperature comparisons and other techniques could then be used to aid in dis- criminating warheads from other nonlethal objects. The Boeing 767 aircraft was specifically chosen as the platform to carry the infrared sensor system into the stratosphere, because it could fly at altitudes of 45,000 feet (13,700 meters), getting above most of the earth’s water vapor and weather systems. Other major components included analog and digital signal pro- cessors and the mission data processor. Located in the main cabin, the analog signal processor built by Raytheon digitized signals from the sensor at a rate of 387 million conversions per second. A sensor signal processor, also built by Raytheon, processed this raw infor-

“The chief attraction to me was the chance to fly a plane that looked so radically different.” —Mark Feuerstein, on the appeal of piloting the AST Charlotte Lin (foreground) was the Advanced Surveillance Testbed program manager from 1997 to 2003. Also on the AST program were (from left) Roxane Bang (left) and Mark mation at a rate of 15 billion operations per second and generated Feuerstein. ed turner photo object-sighting messages. A mission data processor, originally built by Honeywell, and later replaced with one built by Harris, took the object-sighting messages and established “tracks” on each detected Housed in the forward module was the 3-ton (2.72–metric ton) target object—then predicted where the objects were going. infrared sensor, at the time the most complex ever built. To achieve the required high performance levels, the infrared sensor looked through an open port rather than a window. Typical mission “One of the real concerns was whether we could look out through Although home was Boeing Field in Seattle, the Airborne Sur- an open port without distorting the image,” said Phil Cassady, who veillance Testbed flew to many locations all over the globe. was involved with the optical and aerodynamic design of the plane. Charlotte Lin, Boeing AST program manager from 1997 to To find out, Cassady said the team adopted a novel approach, con- 2003, said each mission involved two customers. One was the user ceived by Boeing’s Ralph Haslund, to control how the air flowed program or sponsor, such as Ground-based Midcourse Defense, over the open viewport. which would provide the targets and the request for what to do with “We very painstakingly designed the open port to be as aerody- them. The other was the AST customer, such as Space and Missile namically smooth as possible; everything was inside the cupola,” Defense Command, which would state the mission’s objectives. Cassady said. “The design was tested in the wind tunnel and during Using the customer information, the AST mission-design team flight tests, and it worked well. AST was one of the first airplanes to would plan a mission, ensuring the aircraft was in the optimal flight demonstrate that this was possible.” path and close enough to the target to collect quality data. Position The aft module eventually held the U.S. Navy’s Captive Carry the aircraft too close to the target and the target would move out of SM3 seeker, a Raytheon-built infrared sensor which tracked theater the field of view too quickly. “There was always a tradeoff on where ballistic missile targets. to put the aircraft, and the mission-planning crew was responsible “As a pilot, the chief attraction to me was the chance to fly a for figuring all of that out using the tracker and mission-planning plane that looked so radically different,” said Mark Feuerstein, one software. There were many in the ‘family’ that helped make sure of the last Boeing pilots to fly the AST. “Form follows function, and we met our mission objectives,” Lin said. the design of the plane made the AST behave differently, especially On a typical mission, the mission crew featured about 20 mem- at lower speeds.” bers, including representatives of Boeing, Raytheon and the Army customer. But there were scores of other team members who worked around the clock to make each mission successful. In addition to the How the sensor worked mission-design team, there were the preflight ground crew; techni- The AST infrared sensor contained 38,000 detectors, which

36 July 2007 BOEING FRONTIERS n FEATURE STORY cians and mechanics who repaired the AST; the mission-execution in the data analysis being produced, but also AST data became the team that choreographed each mission down to the second; and the benchmark to which other sensors compared their data. postflight analysis team. Between 1984, when the Airborne Optical Adjunct contract was “This was the closest I’ve seen to a program full of utility in- awarded, and 2003, when the aircraft was retired, the AST exhibited fielders. Everybody would pick up and support anyone else when- exceptional performance and demonstrated the utility of an airborne ever they could,” said Wally Blacklock, a former AST mission infrared platform in a tactical missile defense role. The aircraft gath- technician who currently supports Boeing’s Wedgetail program. ered and analyzed infrared data on numerous programs that Boeing “You couldn’t be one deep. Everybody was willing to work out- supports today, such as Ground-based Midcourse Defense, Standard side of their skill code. You learned that you could depend on each Missile III, Arrow and Delta II. During its years of service the AST member of the team. That was critical.” completed more than 100 target-viewing tests with a better than 95 Within 30 minutes after takeoff, the AST would begin in-flight percent mission success rate (defined as achieving all requirements testing—a dress rehearsal to verify all systems would operate prop- of a mission). erly. The testing included tracking satellites as well as going through the exact maneuvers the aircraft would make during the actual tar- Lessons still in use get viewing. Satellite tracking was the closest thing to viewing an Some of the techniques and software developed and tested by actual target, because it used all elements of the system. the program found a home in other Boeing-led defense programs. Once the test position was reached a series of sensor alignments One of those was the Airborne Laser program. Unlike AST, whose mission was to track and observe strategic launches, ABL is de- signed to detect, track and destroy ballistic missiles in their boost (or launch) phase of flight. But both programs use passive infrared detectors for their particular mission. “The tracking and mission-planning software that was the heri- tage from AST is also the core of the tracker that we use on board the ABL to take the passive infrared information and generate track positions. Using what we call ‘engagement boxes’ the mis- sion-planning software helps align the aircraft and the target in ex- act locations where we want to conduct the testing,” explained Rich Flanders, director of ABL Adjunct Missions. “Imagine the ABL in an orbit box and the target in an orbit box. That’s two moving assets in their precise locations at the right point in time so that when test- ing begins, there is zero collateral damage outside these engage- ment boxes. That’s the mission-planning piece and critical to our program because, unlike AST, the ABL carries active lasers.” Thanks to the AST experience, ABL’s mission-planning soft- In this 2001 photo, the Airborne Surveillance Testbed makes a ware features onboard replanning capability. This enables the crew landing. The AST, the first commercial 767 aircraft Boeing built, to perform last-minute modifications to mission plans. was specially modified to support the U.S. Army Space and Mis- Knowledge from the AST program continues to be tapped in sile Defense Command’s technology demonstration program. other ways as well. Today, former AST teammates are sought after GREG AKESON photo for their expertise with infrared sensor data handling and analy- sis. These subject matter experts work on a variety of Boeing pro- on stars was made. Contact with the ground launch site was initi- grams, where their AST background helps them to design simula- ated and the countdown would start, the target would be launched tions and write real-time software for the mission processors. This and tracking would begin—unless the mission was put on hold. includes adjunct missile defense capabilities proposed for exist- “When you go on mission hold, the airplane just can’t stop in place, ing airborne warning systems that reflect real-world experiences so you’d continue to orbit,” said Lin. “Once we were on hold for gained through the AST program. what seemed like forever. We debugged the sensor and uploaded “Knowing that the technology developed for the AST program additional data and instructions. So when the mission came on line is being used in today’s ballistic missile defense systems is very again, we were ready to go with an improved sensor processing gratifying. That’s why it was such an honor to be part of the pro- load. All of a sudden, countdown began. We were in the wrong gram,” Blacklock said. n place, and you can only move a 767 so quickly. But we got in a good [email protected] position to capture the data.” Although typical AST missions lasted six to eight hours flying time, the actual tracking sequence lasted approximately 20 minutes. When the mission ended, there was still critical work to be com- AST reunion coming pleted. Analysis teams took the classified data tapes from the onboard computers and reduced and scrutinized them before handing them Members of the Airborne Optical Adjunct/Airborne Surveillance Testbed over to the customer. There was usually a “quick look” briefing with program are planning a reunion on Aug. 26 from 1 to 6 p.m. (Pacific the sponsor 10 days after mission completion to review postmission time) in Bellevue, Wash. If you were part of this program and would data. Final documents were due 90 days after the mission. like more information about this gathering, please contact Bob Moyer As the program progressed, the data team continued to improve (425-643-1056 or [email protected]) or Roxane Bang (206- its analysis techniques and the system’s ability to collect better data. 655-9967 or [email protected]). Not only did the customer community have enormous confidence

BOEING FRONTIERS July 2007 37 n FEATURE STORY Development …

Joanne Hinkle (second from left), an Integrated Defense Systems Finance manager, leads a 6 Steps mentoring group in Kent, Wash. Pictured with her from left are group members Joni Lund, Cindy Carriegan, Albert Villanueva from Commercial Airplanes, and Iris Finch of Shared Services Group. Marian Lockhart photo

4. Community Involvement: Service projects have ranged from Step-by-step instructions volunteering at the University of Washington to picking vegetables for a Here is what’s included in the 6 Steps Group Mentoring program. homeless shelter. 1. Introduction and Expectations: Agree on expectations, 5. Resume Writing and Interview Techniques: 6 Steps share personal background, explain roles and responsibilities, discuss groups meet jointly; Human Resources representatives provide advice homework assignment to prepare for step two. on applying for jobs; mentees participate in mock interviews. 2. Career Planning and Advancement: Discuss personal 6. Focused Topic: Groups determine which topics need further vision and goals. discussion. 3. Guest Speakers and Panel Discussions: 6 Steps Groups also complete a special project and present it at a final groups meet jointly; panel consists of leaders who describe their meeting. 6 Steps organizers use this opportunity to collect individual journeys into either technical or management fields. feedback about the program.

38 July 2007 BOEING FRONTIERS n FEATURE STORY

How group mentoring offers growth opportunities, enduring relationships

By Elaine Brabant

s technology evolves faster than ever, so does the job mar- Development … ket and the need for ongoing career development. Personal Agrowth isn’t just nice. It’s a must. Mentoring provides op- portunities to share knowledge and grow professionally. Boeing recently announced a new companywide mentoring program (see Page 30 of the February 2007 Boeing Frontiers) and offers many other traditional mentoring programs available across the company (see box on Page 40). Yet finding meaningful mentoring relationships can still be daunting for people outside of management or just entering the work force. Boeing employees in the Seattle area have created a solution: the 6 Steps Group Mentoring program, which pro- vides mentoring and development opportunities in a fun and low- pressure environment for employees at any level of experience. Whereas traditional mentoring relationships are conducted one- to-one, the 6 Steps program uses a group format. This allows par- ticipants to learn from each other. The setup of each group—10 to 14 mentees, a mentor and a coach—creates a comfortable, more natural arrangement for mentees and mentors who have never met. Plus, it allows mentors to share their expertise more efficiently. One of the most important features, though, is the structure. The program includes six objectives (see box at left). Groups meet after hours each month, from roughly April to October, to com- plete the steps. They may interpret the steps differently; indeed, program leaders encourage that spontaneity, emphasizing the steps are only a guide. “6 Steps finds the balance between structure and flexibility,” said Vin Yarnmunilert, C-40 systems engineer and co-founder of 6 Steps. “Without structure, it wouldn’t last. There need to be enough steps to allow the relationship to grow. But it can’t be too rigid, because mentoring is really about relationships.” This program aims to spur those relationships. The most popu- lar sessions, for instance, are those that bring all of the groups to- gether, providing social interaction and exposure to diverse people and ideas. “We learned not just from the mentor but from each other,” said mentee Michael Chan, a design engineer with Commercial Air- planes. “I met people from different fields who listened to me and offered advice. Our group no longer meets formally, but we still keep in contact.” and fun The ultimate beauty of the program is that there are no strings

For more information To learn more about the 6 Steps Mentoring group, contact any of these individuals. Vin Yarnmunilert Matt Hill [email protected] [email protected] 206-662-3839 253-657-6022 Nigel Lo Darryl Hue [email protected] [email protected] 253-657-5785 425-717-7072

BOEING FRONTIERS July 2007 39 n FEATURE STORY attached. Once 6 Steps ends, participants can opt whether or not to continue the mentoring relationship. While many do, there is From mentee to mentor no such expectation. People can try mentoring without making a Editor’s note: Nigel Lo is an executive assistant with the Airborne long-term commitment. Antisubmarine Warfare and Intelligence, Surveillance and Reconnais- “We’re trying to break the ice so that people understand men- sance Systems organization within Integrated Defense Systems. Here toring and feel comfortable with it,” Yarnmunilert said. “Our goal he describes his experiences in mentoring. is for people to find a mentor or find a path to their next mentor.” As I was offering career advice to a group of Korean students at the The program is also being adopted outside of Puget Sound. This University of Washington, it occurred to me: “I know exactly what it’s year the Boeing Asian American Professional Association, an affin- like to be in your shoes.” Having grown up in Hong Kong, I moved to ity group, kicked off a program in California, and a Boeing group in Seattle in 1975 to attend the University of Washington. I remember my Mesa, Ariz., started something similar. Other groups in and outside interests and frustrations: You want to learn leadership and career skills, of Boeing also have expressed interest in the model. n [email protected] but you’re not sure where to turn. For the first few years of my career, I didn’t feel challenged. There weren’t many visible learning opportunities. Plus, there were cultural barriers. The Asian culture, for instance, has great respect for authority, and it was awkward for me to approach my manager and communicate my needs. A multitude of mentoring opportunities The emphasis on personal growth has improved drastically since then. Here are a few of Boeing’s many mentoring programs. Some programs Still, I find people are hungrier than ever for opportunities to develop. may be designed for employees in certain business units or organizations That’s great news for our company. Boeing people are motivated and de- or at specific locations. These URLs are on the Boeing intranet. termined to improve themselves. The 6 Steps mentoring program reaches Affinity groups out to them and is successful because of their desire to succeed. • Women in Leadership Mentoring. http://bwil.web.boeing.com/ A couple of years ago I volunteered to be a mentor with the Boeing committees/MentoringDevelopment.asp Asian American Professional Association. More than a dozen people had • Boeing Asian American Professional Assn. Mentoring. http://baapa.web. signed up—too many, it seemed, for one-on-one mentoring. boeing.com/ourBAAPA/Mentoring_Program.asp My own mentor, Gary Toyama, IDS vice president of the Southern Cali- • St. Louis Finance/Boeing Black Employees Assn. Mentoring Program. fornia region, coached me to find a way to accommodate everyone, and https://finance.ids.web.boeing.com/mentor/index.cfm the idea for the 6 Steps Group Mentoring program was born. Technical/Engineering Vin Yarnmunilert, the mentoring chairman for the Northwest chapter of BAAPA, and I set up one group of people and outlined four steps for • Boeing Information Technology Technical Mentoring. http://bitnsj.web. them. Using their input, we added two steps, opened up participation to boeing.com/tech_ment groups outside of BAAPA, and in 2006 launched 6 Steps. • Ed Wells Partnership. http://edwells.web.boeing.com/MKS/ Employees and leadership alike rallied around the concept. About mentoring_home_threeprograms.htm a quarter of the Airborne ASW&ISR Systems leadership team and • Engineering Mentoring Program. https://stlwww002.web.boeing.com/ representatives from Boeing Commercial Airplanes volunteered to be cserv/mentor/index.cfm mentors. Others joined our planning group. • Production Ops Peer Mentoring (St Louis). http://stl.web.boeing.com/ In its first year, 6 Steps attracted 79 mentees. In the second year we pogs/pbr/PeerMentoring.html have more than twice as • Computing Network Operations Coaching and Mentoring. many mentors and three http://itservicesei.web.boeing.com/coaching/ times as many slots—and about 400 people have Other programs applied. • Companywide Mentoring Program (executives, managers, team leads They are savvy and eager and others). http://globaldiversity.whq.boeing.com/mentoring/index.html to contribute, and to retain • Missile Defense Systems Mentoring. http://www-hsv-02.se.nos.boeing. them we have to challenge com/mentoring them from day one. • Integrated Defense Systems Safety, Health and Environmental Affairs Men- —Nigel Lo toring Program. http://shea.ids.web.boeing.com/program_overview.html • Global Partners Mentoring. http://smp.ca.boeing.com/GP-career-mentor.htm • Huntington Beach (Calif.) Finance Mentoring Program. https://finance. Nigel Lo, executive as- sistant with Airborne An- web.boeing.com/hb/mentoring/ tisubmarine Warfare and • Boeing Regional Association of New College Hires (BRANCH): Houston. Intelligence, Surveillance http://houston.tx.boeing.com/reach/ and Reconnaissance Systems, helped found • Employee Involvement mentoring. http://ei.web.boeing.com/training/ the 6 Steps Mentoring program. internal/mentoring_info.htm Marian Lockhart photo

40 July 2007 BOEING FRONTIERS n PEOPLE

Al Seifert, who marks his 65th anniversary with Boeing this year, began his career by rigging con- trols on B-17s like this one, which were widely used during World War II. Volunteers with Seattle’s Museum of Flight currently are restoring the “Flying Fortress” in the Plant 2 factory building where the airplanes originally were produced. Ed Turner photo

Renowned for his ability to take a con- cept for a problem-solving tool from paper to fully realized product, Seifert’s co-work- ers view him as an invaluable resource. “You give him a challenging part to make, and he’ll either just go do it himself or figure out a good way to get it done,” said David Kozy of Material and Process Technology. With an essential role in con- tinuously improving Boeing Commercial Airplanes products and manufacturing processes, Kozy and his co-workers have been collaborating with Seifert for more Making it work than 15 years. “I’m fortunate that Al is willing to work on my projects,” Kozy said. “His product is for 65 years always exactly what we need. He’s technical- ly extremely proficient—arguably the best there is—and also very easy to work with.” tools,” he said. “We had to make sure ev- “He has a thirst for knowledge,” said Al Seifert’s Boeing erything was lined up right using transits Suzanne Wassil, a former supervisor of and levels, relying on our eyesight. And it Seifert’s. “As new technologies and tech- career spans from took quite a few hours to pull fittings off a niques have been introduced over the spar when we were finished. Now, with au- years, Al will step right up to learn how the B-17 to the 787 tomated tools, all of that is just a few min- to use them. He’s always willing to move utes’ work.” outside his comfort zone.” By Christine Hill “He seems to associate himself with people who are at the top of their fields, so igging B-17 controls is a job that he can learn from them—whether they’re possibly just one current Boeing “He’s always willing to move outside his comfort zone.” brand-new employees who came out of Rworker—tool-and-die maker Al school understanding the latest technology Seifert—can claim to have done. —Suzanne Wassil, a former supervisor of or they’ve developed expertise over years Seifert, who recently marked his 65th 65-year employee Al Seifert, on Seifert’s on the job,” noted Butch Loney, an electri- anniversary with Boeing, recalled that interest in new technologies cian who has collaborated with Seifert for when he joined the company in 1942, he nearly 20 years. and his co-workers at the Plant 2 factory in Seifert’s long-term interest in tool de- “He’s constantly training people, too,” Seattle were producing one of the “Flying Loney added. “He’ll watch people work, Fortress” bombers every hour to meet the sign and production has resulted in con- tributions to every 700-series model that then maybe step in and show them how demands of World War II. they could do it faster or better. He’s Two years later Seifert joined the Boeing has produced, as well as several patents. Those patents are among many trained a lot of engineers who came out of U.S. Army’s 9th Armored Infantry school with good degrees but didn’t have Division in England, where he watched achievements Seifert modestly declines to discuss, saying only, “I enjoy figuring out practical experience. After working with B-17s fly overhead from a vantage point Al a couple of times, their drawings seem in a half-track vehicle. The end of the how to make things work.” As an employee in the Auburn, Wash., to get better.” war permitted Seifert’s return to Boeing, With no retirement plans on the near where he recalled that assembly of the new Tooling Services group, part of Boeing Commercial Airplanes Fabrication, Seif- horizon, Seifert will continue to sup- B-47 swept-wing bomber relied mostly on port Boeing in the ongoing quest for bet- wooden fixtures and tools. ert has helped to develop tools that range from simple, 2-inch brackets to room-sized ter ways to build the world’s most popular “It took a long time just to set up the n parts washers. commercial airplanes. [email protected]

BOEING FRONTIERS July 2007 41 n PEOPLE Opportunity knocks Co-op program Allison Kenney, a junior at Ohio State University, provides students a worked in mechanical and structural engineering dur- career jumpstart ing her intern period in El Segundo, Calif. By Kathy Cook Dana Reimer photo

hey come from varied backgrounds and schools. They have diverse ma- Tjors, languages, outlooks and aspira- tions. But the young men and women who are participating in the Boeing cooperative education program do have one thing in common: they all believe that being a “co- op” is one of the best career opportunities. “The job experience is terrific,” said Adam Conners, a senior in aerospace engi- neering at St. Louis University in that Mis- souri city. “You experience so much more, things you never learn in class.” The Boeing co-op program, which has been in place since the 1980s, allows stu- dents to work and attend school in various sessions. The typical path for a Boeing co- op includes one six-month instructional period, during which the student works full-time at a Boeing site, followed by two additional, shorter 10- to 12-week periods, usually over the summer. These sessions usually are not consecutive; most co-ops begin as sophomores or juniors in college, work one session during a regular fall or spring semester, then head back to school before completing the second and third sessions. Boeing does not limit the number of students in the co-op program, but relies on various departments to request co-ops. Jeffrey Busby, who has had summer in- tern positions with other companies, rated his co-op experience with Boeing as “the best one.” He’s not only recommended the program to several of his friends at the University of Missouri–Rolla, where he is a senior in engineering management, but has actually participated in a career fair at the university as part of a Boeing team. “Boeing’s program is very well orga- nized,” Busby said. “They have a great ori- entation, they really prep you for the job, gineering at Purdue University. Her assign- ous improvement teams, staff meetings and the job itself is really challenging. I’m ment at Boeing includes working with man- and daily work,” she said. “I love having just like part of the team, and I’ve had op- ufacturing engineers on work instructions the opportunity to see more of Boeing portunities to really make a difference.” for spares of tactical fighter platforms. through a number of assignments. The Having an impact was a key factor for “I get to have input and make a differ- year or more of experience I get will really Brittany Wingfield, a junior in industrial en- ence in my department through continu- make me more competitive when it comes

42 July 2007 BOEING FRONTIERS n PEOPLE

Jim Young, vice president of engineer- Harold Santiago ing for Global Strike Systems, said being a (right), a junior at co-op helps students in two key ways: “It the University of gives them the broad range of experience Puerto Rico, checks out an F-15 in final they can’t get in a classroom, and it really Opportunity knocks assembly with his helps them understand what it’s like to be manager, Dave Voss. in the ‘real world,’ ” he said. “This teaches Santiago, in his first them practical applications for what they co-op experience, learned in school and lets them know that worked in the F-15 we don’t just sit at a desk all day running structural design group. numbers.” Rich Rau photo The program also helps Boeing, com- pany representatives said. Robert Poole, the senior manager for Global Staffing– college and diversity programs, said the program gives Boeing access to candidates with sought-after skills and backgrounds, as well as a means for cost-effective long- term recruitment and retention. In fact, he said, more than 80 percent of all Boeing co-ops go on to a career with Boeing. What’s more, he said, the program gives Boeing a chance “to partner with schools time to interview for a full-time career.” dustry is doing,” said Harold Santiago, a and to provide input on the quality and rel- Allison Kenney, a junior in mechanical mechanical engineering student from the evance of schools’ curricula.” engineering at Ohio State University, was Mayaguez campus of the University of For Kyle Broadway, a sophomore at influenced by professors, other students Puerto Rico. “I can compare our school the University of Missouri–Columbia, and her sister, a mechanical engineer, curriculum with what’s really happening the benefits of being a co-op with Boeing to apply for what she calls “a once-in-a- in the industry and make sure I’m meeting are obvious as well. “I figure I’m going to lifetime experience” as a co-op at Boeing the needs employers have.” school to start a career. With the Boeing in El Segundo, Calif. “I’ve been involved “Co-op assignments give you what the co-op program, I’m getting an unbeliev- on several different projects which allow classroom can’t,” said Paul Creekmore, able head start at a place I want to work. me to be a part of the big picture here at one of the program’s few graduate co-ops. This program jumpstarts your career and Boeing,” she said about her role working He has a double degree—in electrical en- your salary. What could be better?” with functional processes that span sev- gineering and theater from Kansas State For more on the Boeing co-op program, eral programs. University—and considers co-op experi- go to www.boeing.com/collegecareers. n Kenney, who has had two previous in- ence “a very important part of education. [email protected] ternships, is not sure whether she wants to … There is so much specific information go into the automotive field or aerospace, that you can’t learn in a classroom.” but she has been impressed with the man- agers she’s worked for. “They let us get in- volved in projects that spark an interest, Paul Creekmore, a graduate student and they help create a very encouraging co-op participant, worked on Boeing work environment,” she said. satellite systems in El Segundo, Calif. Dana Reimer photo While most of the co-ops are engineer- ing students, others have opportunities in different fields. Among them: Kassy Ken- nedy, an accounting and computer infor- mation systems major at the University of Central Missouri in Warrensburg, Mo. She said her manager stressed from the beginning that she was there to learn, but she has otherwise been treated like any- one else on the team. “They gave me a project, gave me the tools to complete the project, and told me to ask for help if I needed it,” she said. “This experience is so much more than learning in class.” Other co-ops at Boeing agree. “This program gives me hands-on experience and a chance to see what in-

BOEING FRONTIERS July 2007 43 n FOCUS ON FINANCE Numbers crunched “It sends a message to other BCA teams ture Redesign Initiative investigated how Finance’s Lean work: that we’re committed to Lean as we at- to bundle appropriate costs effectively. tack and improve processes that have been The team combined rates into 46 percent boost bottom line around for many years—even decades— fewer, broader categories for 2007. This re- and it sets the stage for further simplifica- duced effort by SSG to create, publish and By Debby Arkell tion of our processes as we continue our verify overhead rates. SSG and business transformation,” said Jerry Allyne, vice partner financial analysts are not spending ne of the basic tenets of Lean is to president, Airplane Programs Finance. as much time developing forecasts or coor- give customers what they need, Indeed, Shared Services Group Finance dinating and negotiating changes. Owhen they need it. Thanks to sev- and Business also has used Lean work- Another SSG Finance and Business eral recently conducted Lean workshops shops to simplify its processes. Teams led team reviewed the internal resource bud- in Commercial Airplanes and Shared Ser- by Controller Ken Sweet last year worked get planning process. They evaluated the vices Group finance organizations, finance to reduce the number of overhead product absolute dollars planned and number of analysts are doing just that—which helps and service rates. budgets established and their necessity. support the Internal Services Productivity In 2006, SSG provided 390 overhead The team established budget thresholds, growth and productivity initiative. rates to bill for items such as building use creating a decision tree to help determine In BCA, a team led by Finance Manager and occupancy, creative services and com- when new budgets are needed. To date, Tami Garvin conducted several workshops puting infrastructure. With so many rates, they’ve decreased by 29 percent the num- in late 2006 to study how overhead costs are business units were having difficulty eas- ber of planning budgets used, with a goal allocated among BCA customers. Overhead ily determining the effect of SSG rate fluc- of 50 percent by 2008. costs can include labor, training, building tuations on their budgets. Team member SSG Business Management Director and utility costs, supplies and more. Rick Fitzgibbon equated the overhead rate Anna Richards sponsored this effort and The group also was producing detailed consolidation effort to purchasing a shirt. noted that “the reduction allows more time forecasts at the micro level as part of its fi- “When buying a shirt, you don’t care about to analyze data to support better decision nancial forecasting activity. However, the the cost of the buttons or the collar or the making by our business partners, rather group learned that the detailed data often thread; you just want to know what the shirt than simply number crunching.” n wasn’t useful to the customer. costs,” he said. Likewise, the Cost Struc- [email protected] “Through these activities we realized that financial data sometimes isn’t the best data or metric for our customers to manage their businesses,” Garvin said. For example, instead of preparing re- ports showing customers the dollar amount budgeted or spent on computing, a better metric for them might be the number of computers per person. “A dollar value of $10,000 may not be as meaningful as showing a manager that she has 40 computers assigned to her group of 20 employees,” she said. An added benefit, Garvin said, is that some of those metrics are already there. The team determined a way to allo- cate overhead costs at higher, more practi- cal levels, resulting in accounting changes affecting all BCA Finance organizations. That reduced the number of transactions logged by nearly 400,000 per month— which cuts opportunities for error. Another benefit from the Lean work- shops is that the Finance organization has freed up time spent on preparing detailed reports. Financial analysts are becoming Jerry Allyne (left), vice president, Airplane Programs Finance, and Finance Manager Tami able to work more closely with their cus- Garvin discuss results of the recent Lean workshops held in Commercial Airplanes Finance. tomers, collaborating more on what they “These improvements have been a giant first step in generating capacity,” Allyne said. need to run their businesses. Marian Lockhart photo

44 July 2007 BOEING FRONTIERS n FOCUS ON FINANCE Boeing stock, ShareValue STOCK WATCH Trust performance The chart below shows the stock price of Boeing compared to other aerospace companies, the S&P 500 index and the S&P 500 Aerospace and Defense index. Prices/values are plotted as an index number. The ShareValue Trust is an employee incentive plan base date for these prices/values is June 18, 2004, which generates three years of data. The prices/ that allows eligible employees to share in the values on that date equal 100. In other words, an index of 120 represents a 20 percent improvement results of their efforts to increase shareholder over the price/value on the base date. Each data point represents the end of a trading week. value over the long term. The program—which runs for 14 years and Boeing vs. U.S.-based competitors ends in 2010—features seven overlapping investment periods. The program is currently in Periods 6 and 7.

Boeing vs. stock indexes and international competitors

Comparisons: Four-week comparison 52-week comparison Price/value Price/value Percent Price/value Percent 4-week, 52-week as of 6/15/07 as of 5/18/07 change as of 6/16/06 change BOEING 98.15 96.63 1.6% 85.54 14.7% The above graphs show an estimate of what a U.S. COMPETITORS “full 4-year participant” ShareValue Trust distribu- General Dynamics 80.25 81.26 -1.2% 66.12 21.4% tion (pretax) would be for Periods 6 and 7 if the Lockheed Martin 96.55 98.16 -1.6% 71.32 35.4% end-of-period average share prices were the Northrop Grumman 77.40 77.00 0.5% 63.01 22.8% same as the recent price shown. Raytheon 56.54 54.55 3.6% 44.58 26.8% The share price shown is the average of the day’s INT’L COMPETITORS high and low New York Stock Exchange prices. EADS * 24.25 23.58 2.8% 199.81 22.4% Updates to participant/employment data will be U.S. STOCK INDEXES made periodically. S&P 500 1532.91 1522.75 0.7% 1251.54 22.5% S&P 500 Aerospace 426.87 420.60 1.5% 342.04 24.8% For more information on the ShareValue Trust, and Defense Index visit http://www.boeing.com/share. * Price in Euros

BOEING FRONTIERS July 2007 45 n MILESTONES

Boeing recognizes the following employees in July for their John Lusk Theodore Rogers SERVICE AWARDS: years of service. James Magee Ricardo Rooke Joel Magnuson Joseph Roscoe 60 Years Arvid Anders William Foster Janice Mallioux Julie Ross Herbert Moore 35 Years Douglas Anderson Kevin Fowler Mark Maltenfort Karen Rowland Kenneth Aholt Cherry Andrews Linda Frazier Gary Maroon Mauria Sazonov- 50 Years Mark Amis Zaharias Andrias Ralph Gamble John Matava Robinson Robert Bircher Philip Armbruster Gerald Arcangeli Randy Gaunce Dennis Mattern Barry Scalise Linzie Finley Michael Babcock Robert Atkinson Robert Gibson Cecilia Matuschek Linda Schiller Emil Hitt Candyce Bailey Jane Baugh Tanjer Gillard Thomas McCormack John Schneider Frank McDermid Albert Baker Paul Bay Richard Gitchel William McGarry David Schoen Roger Berchtold Jeffery Bayles Louis Gittinger Richard McManus Matthias Schriever 45 Years David Boyd Tyler Beck Lou Ann Goldstein Richard Memovich Debra Schroeder Larry Cozart Doris Brazzle John Blood Robert Gonzalez Ronald Mercer Douglas Schroeder Charles Footman James Campbell Sharon Boedges Philip Graunke Jerrold Mickelson Theodore Schweyen Gerald Kozak Dennis Carr David Bonner Scott Greene Marc Mikasa William Scott Howard Lowry James Cook James Botts Robert Grimes Dennis Miyoshi Curtis Shepard Geraldine Moulton Johnny Crawford Brian Bourne Judith Grote Christoffer Mizumoto Perry Shotlow Leonard Newstrum Steven Cremeen Mark Bradner Vonetta Guliford Justice Moncrease David Silkroski William Randle Ronald Eller Janice Branson-Read Wayne Haddenham John Mori Nate Simmons Michele Roof Richard Feldbusch Terry Breed Patrick Hall Jon Muir Robert Simonson Renwick Smith Robert Filer Michael Brengman Roger Hanson Parthasarathi Brett Simpson Robert Gillingham Cheryl Britton John Hart Mukhopadhyay Caren Skube 40 Years Susan Glessner Douglas Brown Lyle Haugland David Mullenix Marshall Smith Gordon Allen Norman Gunderson Leslie Brown Ronald Haupt Rickey Muttart Gerald Sommerman Raynell Banks Craig Gunther Edward Brownell Randall Hazelton Melvin Nakamitsu Gary Sondles Byron Bassett Bessie Hamilton Wesley Bruner Clark Healea Tannia Nelson Ben Stark Alvin Beckner William Hawkins Kent Brunsell Duane Heier Randy Newman Kenneth Stark Marie Black John Ilges Catherine Buchmueller Mark Helland Della Nichol George Steed George Bleakley James Irwin Lanita Bunce Gary Henderson Theresa Nielsen William Street Larry Boatman Kurt Johnson John Burgstaler Dennis Hergert Richard Niksch John Taft Jerry Borders Ronald Jones Ruth Burrage Kathryn Herman Stephen Norton James Talton Brian Boutilier Robert Klink Gregory Butler Harry Hettinger Paul Novotne Lynn Taylor Ren Bowman Henry Loo Scott Byrd Eudean Hiatt Patrick O’Day Margery Taylor Wilburn Bratcher Eldon Maples Victor Byrnes Douglas Hippe John O’Donnell Douglas Thomas Joe Brinkman Robert Massey Ramon Cabigting Michael Hislop Keimi Ogura John Thompson Michael Coleman Vernon McMurray David Cady Ronald Holland Wayne Oguri Ty Thorpe Gabriel Csengody Gary Meier Robert Calkins Peggy Houston-Hobson Anthony Oliberos Michael Torok Dennis Gaddess Marvin Merrill Christopher Carlson Yeh Huang Paul Olson Robert Torres David Hempel Randolph Miles Randolph Carter Connie Hughes Melvin O’Neal Stephen Trapp Jerry Hollingsworth Marie Mueller Ralph Castro Brian Ishii Gail Onustack Eric Troili Clyde Huizenga Edward Nolte Gary Chin Michael Iverson Glenn Orman Paul Tuurie Lee Hutchinson Josie Ordonez Richard Chin Jacqueline Jackson Michael Oshima Barbara Van Dyck Thomas Joyce Glenn Parkan Carus Clarke Jerry Jackson Paul Oskamp Mark Vanwinkle Douglas Kelly Ronald Pearlman Walter Cockrill Larry Jackson Dale Ott Thomas Viles Arthur Knecht Harry Puett Patricia Colby James Jenkins Debra Overlin Louis Voice Jack Knutzen Grace Purcell Adron Coldiron John Jezik Stephen Paris Grace Wallen Ronnie Kohlhaas David Pyles Mark Collins John Joesten Richard Parks John Warakomski Leonard Latter Arthur Routt Robert Collins Gayle Johnson Bruce Parsons James Warren Gary Lyerla Peter Ryer Michael Colton Stephen Johnson Mahesh Patel Thomas Watson Ronald Mairs Marilyn Sackett Mary Cook Bruce Jurgensmeyer Sandra Patten John Webb Rodger Mann Patricia Schilz Donald Cope Darryl Kauk Darold Patterson Roger Webster Paul McDonnell Linda Simpson David Cotton Donald Keizur Philip Pearson Ronald Wellman Lynn Meeker Craig Stewart Daniel Cowell Peter Kelemen Michael Pedersen David Wenndt Ronald Patten Debra Stokes Douglas Cruzat Masud Khan Pamela Pendergrass Stephen Westby Tommy Perez Sandra Summerville Clifford Curtis Gayle Kimmel Brian Picard Bradford Whitman James Peterson Peter Super Douglas Devitt Gregory Kluempers Mark Pickard Bettie Williams Leslie Pingel Joseph Thompson Thomas Didenhover Scott Knapp Oliver Pickford Hernandez Williams Donald Robinson Harold Turner Sharon Distasio Patricia Koenig John Pilarcik Francis Wilson Steven Ross Andrew Valaas Timothy Doll John Koistinen James Pingsterhaus Maria Wilson Robert Schnietz Maria Verdugo David Dudley John Kokes Robert Piper Robin Wimpsett Clarence Solt Eileen Villegas Edwin Dupler Raymond Konecny Lawrence Pizzichemi Gary Witte John Toone Dorothy Voss Karen Duquette Alexander Krynytzky Richard Polson Thluey Woo Lupe Von Soosten Nancy Weinstein Kenneth Evenson Deborah Kvech John Polwarth Bruce Yeager Carole Voudrie William Wessel Robert Farmer James Lane Lori Preuett Gary Youngs John Wangeman Margaret Wilke Bruce Farney Timothy Lane Roger Pumel King Yuen David Weitz Anthony Williams Guner Firuz Edward Latimer Byron Puvogel Eugene West Thomas Fisher Dennis Laxton David Ralph 25 Years Shirlee Wilder 30 Years Donald Fitzwater Richard Lieb Ronald Richter Frederick Abel Jimmie Williams Jeffrey Fleming Susan Lo Lamont Ritter Felix Acevedo Thomas Ahlberg Randall Foreman Donald Lobdell Douglas Robbins Robert Adams Dianne Yarter Abdul Ahmed

46 July 2007 BOEING FRONTIERS n MILESTONES

Michael Albert Barry Crabtree Dean Halsen Clifford Mansker Patrick Parsons Betty Simonson Paul Almazan Paul Crain Robert Hamry Gregory Manvelian Susan Patrick Brenda Simpson Paul Anderson Robert Crandal Rick Harry Clay Marshall Thomas Payne Mark Sjoberg Howard Appelman John Crane Phillip Healan Todd Martens Michael Peacock Mark Sleight Javier Arevalo Thomas Croslin James Heil Randell Mathews Gary Peterson Beverly Smith Earnest Ashley Brent Currie Michael Heinze Jack Mauldin Richard Poel Donald Smith Paul Aultom John Davidson Paul Henning Michael May Gregory Porter Keith Smith Estela Azevedo Richard Davis Dennis Hicks Mike McAninch Perry Powers Margaret Sparagno Christopher Bahn Jeffrey Deal David Hofferbert Raymond McClusky Guillermo Prado Michael Speicher Steven Baldwin Teresa Deffries Tom Holly William McCombs Darrell Pryor Stephen Stahl Andras Balogh Marcel Dehart Kenneth Honda Cecil McCrary Kevin Quinlan William Steltz Kirby Barnes Bruce Dettling Nicolas Hood Scott McIntyre Donna Rados Steven Story Jimmie Barnett Kevin Devine Jerry Hoppock Lenetha McKinney-Ali Jay Rakel Thomas Strickland John Barry David Diener Andy Horney Casey McKinnon James Reding Ted Sugano Gregory Bass John Duddy David Hostetler Christopher McMuldroch John Renaud Tzu Teng Douglas Bell Eugene Duncan Earl Houseman David McNeil Bruce Rex Mary Tiffany Charles Bendall Keith Ecklund Janis Hufschmitt Diane McNickle Michael Reynoso John Toner Constance Bennett Ida Edwards Daniel Hulsey Stephen Mele Mark Ribich Terrence Tsuchiyama Robert Berberich Tim Ellena Leon Humphrey Jeffery Meyer Richard Ricardi Darrell Uchima David Bettger William Epstein Ian Huskie Daniel Michel Scott Richardson Dawn Une James Birr Eugene Estes Cynthia Hust Donald Mielke Volney Richmond Glen Van Hill John Bishop Harold Evans Linda Hutchinson James Miniken Raymond Roberts Joseph Venturini Jerry Blue Thomas Evans Michael Hyytinen James Moell William Roberts Anthony Vitale Donna Boekel Steven Fahrenkrug Chris Jackson Ann Mokry Anthony Robinson Jon Wallen David Borgersen Philip Farcy Jonathan Jansing Keith Moon Daniel Robinson Wayne Wanechek Brian Bowman Michael Farren Bruce Johnson Gerald Moore Denise Robinson Randall Wang Eric Bradley Diane Fehd Lynn Johnson Dennis Morgan Salvador Rodriguez Victor Wang Douglas Bransford Barton Ferrell William Johnson Sandra Mostrom Carl Rogers Robert Watson Debra Braxmeyer Randy Fiori John Jordan Richard Mota Phillip Roll Matthew Weeks Laura Brewster Michael Fitzpatrick Colleen Kelley David Mowder Theodore Rose Gerald Wells David Brooling Glenn Fox Mark Kezele Thomas Musselman Douglas Rosheim Yeong Welsh Kim Brown Scott Frishman Jiyon Kim David Myers John Rotondo George Wiggins Steven Bruce David Gallant Douglas King Bradley Myhre Mary Rott Charles Williams Jon Brumbach Timothy Galvin Donna Kinnamon Peter Naclerio Michael Rudloff Bruce Wilson Joe Bryan Holly Gammel Carl Kinnoin David Nakamura Nelson Ruedas Darrell Wilson Doris Buelterman Cris Garcia Denise Kinsley Julie Nakamura Gregory Runcie James Wilson Robert Butterfield Tony Garcia Nancy Kneuer Raymond Navarrete Gregory Rusbarsky Perry Wilson Ramona Cadek Steven Garrett Norman Koury Clarence Nelson Don Russell Roland Wingbermuehle Steven Calciano Martin Garrison Jeffrey Laing Timothy Nelson Walter Ryans John Wiskoski Jack Caracci Robert Gausselin J.D. Lane Khanh Nguyen Steven Sakahara Thomas Witter Gregory Cartee Leann Geiger Henry Lawson Paul Nielsen Samuel Sanchez Whalen Wong Donn Cato Kelvin Gellerson Thong Le Ryan Niemi Daniel Sanders Cary Woodside Raymond Cheyne Earl Gibson Raymond Lee Nancy Nieves Sandra Santiel Theodore Workman Robert Chick Vicki Gilbert Janice Leonard Robert Noble Daniel Savage Clyde Wykel Theodore Chick Gregory Givens James Lewis Andrew Noda Gopal Savdharia Michael Yost Harry Chow Wayne Godlewski James Linker Mark Nugent William Schamerhorn Jean Yu-Botero Charles Clark Gary Golden David Lloyd Bruce Ojala Steven Schelin Robert Yucknat Richard Cohen Daryl Gordon Howard Lloyd Lyle Okamura Siegfried Schmidt David Ziers Donald Cole Bruce Grass Arthur Lowell Patrick O’Reilly Maria Schmidt-Rieders Edward Zigweid David Combs Douglas Gray David Lusebrink Michael Orf Gerald Schnakenberg Thomas Zitzwitz Johnny Conejo E.A. Gray Gregory Lynch Rhonda Orr Emma Schoettler Steve Conley Daniel Hage David Maddaford Warren Oswald Eric Schreiber Norman Conner Kathie Hagen Judy Mahnke Warren Owens Bobby Seiber John Cooper Robert Hager Sandra Mahs Martin Palik Timothy Sele Toni Corbitt Marilyn Hall Margarita Maldonado Eduardo Pardo Gloria Shampine Donald Corp Ted Hall Ralph Mancini Daniel Park Christina Shota

The following employees retired in May from Charles Blauvelt, 13 Years Patricia Burkhalter, 27 Years RETIREMENTS: The Boeing Company. Richard Bolte, 11 Years John Burns, 41 Years Allen Bowdle, 20 Years Donald Bush, 27 Years Franklin Abramson, 29 Years Glenn Bailey, 37 Years Gary Belcher, 28 Years Victor Bower, 34 Years John Cabe, 28 Years Mahesh Agarwal, 6 Years Judy Ball, 26 Years Richard Belding, 20 Years Claude Branscome, 14 Years Patricia Callaway, 20 Years Eddie Agha, 26 Years Ronald Ballinger, 36 Years Linda Bell, 24 Years Brian Harley Briggs, 8 Years David Campbell, 34 Years John Anderson, 27 Years Beverly Barager, 35 Years Donald Bergman, 18 Years Thomas Brotherton, 28 Years David Cantoni, 28 Years Cecil Arnold, 7 Years Richard Barager, 40 Years Joseph Bernstein, 28 Years David Brown, 16 Years Katherine Carfagno, 38 Years Joyce Asher, 33 Years David Barden, 28 Years Theodore Beussink, 44 Years James Brownrigg, 45 Years Lawrence Carlson, 31 Years Rachel Askland, 40 Years Stephen Barker, 34 Years Terry Bigelow, 27 Years Alfred Bruns, 45 Years Robert Carlson, 41 Years Elmer Atkins, 10 Years Robert Barnes, 14 Years Waclaw Bilinski, 19 Years Beverly Bryant, 21 Years Lowell Cathey, 43 Years David Aycock, 27 Years Jack Barrie, 28 Years Rodger Bird, 36 Years Linda Bunger, 20 Years Rodney Claus, 39 Years Rickie Bagley, 22 Years Gerald Bassen, 19 Years Cary Black, 40 Years Melvin Bunstine, 23 Years Gerald Clause, 38 Years

BOEING FRONTIERS July 2007 47 n MILESTONES

Sharon Clemens, 27 Years Warren Heyer, 26 Years Joey Long, 27 Years Gary Patton, 27 Years George Spooner, 23 Years Jimmy Cole, 31 Years David Hill, 34 Years Larry Lowe, 26 Years Sharon Peden, 16 Years Richard Springer, 27 Years Paul Comeau, 20 Years James Hines, 18 Years Dana Luyke, 27 Years Brian Peterson, 21 Years Laddie Stahl, 17 Years John Cooper, 24 Years Amy Hirasuna, 22 Years Dennis Lynch, 34 Years Garry Peterson, 31 Years Jonathan Stanfield, 18 Years Ronald Crawford, 25 Years Amos Hoggard, 38 Years Chih-Kao Ma, 26 Years Dwight Phillips, 23 Years Val Starkey, 28 Years Patricia Crossley, 31 Years Carol Holcomb, 16 Years John Madden, 16 Years J.R. Phillips, 30 Years Julie Steffensen, 34 Years Stephen Dauzenroth, 26 Years Arthur Holm, 20 Years F.A. Magno, 29 Years Ann Pittman, 21 Years Jeanette Sterling, 28 Years Sandra Davis, 30 Years David Horning, 25 Years Michael Manning, 24 Years Wilfred Pizarro, 28 Years Janet Stewart, 33 Years Darlene Dawson, 15 Years Carl Hubbard, 28 Years Charles Martin, 18 Years Walter Plagemann, 22 Years John Stillings, 20 Years Richard Derosa, 39 Years Elizabeth Hunt, 17 Years Thomas Martinez, 36 Years Roger Plank, 10 Years Kenneth Stone, 29 Years Susan Devoille, 27 Years Christine Hurdt, 25 Years Nancy Marx, 17 Years Robert Poyneer, 35 Years Bramwell Sutton, 20 Years Steven Dick, 28 Years William Hussar, 45 Years Tina Mathews, 16 Years David Princehouse, 22 Years Vicky Taft, 26 Years Khang Diep, 25 Years John Hyde, 23 Years Roy May, 18 Years Peggy Readnour, 21 Years John Takacs, 21 Years Robert Dolan, 26 Years William Iber, 23 Years Michael McArdle, 44 Years Patricia Reed, 20 Years Diane Taylor, 18 Years Donald Dustin, 16 Years William Ingram, 21 Years James McClain, 24 Years Adela Reynolds, 6 Years Mark Thomas, 33 Years Robert Elcenko, 26 Years Alyce Jackson, 5 Years Cathleen McCoy, 10 Years Cecile Rhodes, 22 Years Ralph Thompson, 40 Years Judith Erickson, 9 Years Celestine Jackson, 24 Years Loren McElvain, 38 Years William Rickert, 36 Years Joyce Tompkins, 35 Years Jack Ewing, 26 Years Lilly Jackson, 22 Years Randall McGrath, 26 Years John Ringler, 29 Years Charles Trumpowsky, 30 Years Edward Falkner, 28 Years Fernando Jaramillo, 32 Years David McIntyre, 21 Years William Riordan, 29 Years Rebeccah Tufte, 26 Years Milton Farrand, 25 Years Doris Johnson, 32 Years John McKain, 32 Years Ronald Risner, 27 Years Julian Turnbaugh, 29 Years Dennis Fletcher, 26 Years Jerry Johnson, 35 Years Charles McKinley, 20 Years Terry Roal, 37 Years Carol-Ann Ugolini, 27 Years David Foroudi, 5 Years Kathy Johnson, 27 Years Marie McNamara, 16 Years Calvin Romans, 26 Years Joseph Uzdavinis, 13 Years Robyn Fredette, 19 Years Timothy Jones, 23 Years David McSwain, 27 Years Paul Ross, 32 Years Ray Van Heusen, 17 Years Heinz Gassert, 21 Years Gerald Joromat, 35 Years Lawrence Merritt, 31 Years Charles Rosser, 34 Years Terrance Veling, 25 Years Joe Gaxiola, 41 Years Yin-Chiu Jou, 21 Years John Messerly, 8 Years John Ruidl, 24 Years Steve Venitsky, 25 Years Larry Gearhart, 22 Years David Joyce, 29 Years Jerry Mizomi, 8 Years Christopher Sales, 25 Years Roger Wagner, 20 Years Larry Gee, 18 Years Susan Karpen, 10 Years Richard Molzahn, 47 Years Clinton Sandefer, 14 Years Thomas Wakefield, 38 Years Gary Gilbert, 35 Years Richard Karvonen, 15 Years James Moore, 21 Years Claudia Sawin, 32 Years Marvin Warner, 20 Years Bevan Goff, 42 Years Richard Kaufman, 38 Years Roland Moore, 46 Years William Schaefer, 25 Years Robert Watley, 40 Years Ramon Gonzales, 8 Years Howard Kawamoto, 43 Years Ronald Moore, 30 Years David Schaeffer, 38 Years Jerry Watts, 22 Years Suzanne Goodwin, 15 Years Frank Kennedy, 21 Years Dennis Morgan, 29 Years Kaycie Schloer, 18 Years Kathryn Welty, 19 Years Robert Grant, 41 Years Richard Ketchum, 24 Years Michael Myers, 38 Years Ted Schmalbeck, 21 Years Dennis Weninger, 10 Years Joan Green, 26 Years Terry Kimura, 22 Years Raymond Myers, 22 Years Nicky Schoonover, 42 Years Gerard Werner, 43 Years Phillip Greenberg, 16 Years Johnny King, 14 Years Michael Mylan, 20 Years Rodney Schultz, 27 Years Anna Whatley, 21 Years Antolin Guerrero, 18 Years Fred Knox, 18 Years James Nakayama, 25 Years Robert Segesta, 23 Years Debra White, 29 Years Harold Hagy, 21 Years Steven Knutson, 16 Years Gary Nelson, 38 Years Roger Shackelton, 22 Years Charles Whitlock, 27 Years James Hall, 25 Years William Kosek, 52 Years Larry Nelson, 22 Years Patricia Sharp, 31 Years Sharon Wicks, 22 Years James Hamlin, 21 Years Judith Larson, 16 Years Miles Newton, 21 Years James Shepardson, 40 Years Merle Widing, 26 Years Richard Hand, 25 Years Larry Lauger, 30 Years Luther Nigoghossian, 22 Years James Sherrard, 38 Years Benson Williams, 17 Years James Handlir, 17 Years David Laws, 48 Years Lawrence Nolen, 12 Years Gregory Sikora, 21 Years Brandt Willson, 30 Years Margaret Hanson, 16 Years Charles Lee, 40 Years Deborah Norman, 26 Years James Simmons, 27 Years Lorraine Winchester, 27 Years Robert Hardy, 41 Years Genise Lee, 18 Years Daniel Obermaier, 21 Years Robert Singer, 37 Years John Winston, 28 Years James Harrell, 28 Years Leo Lee, 13 Years Spellman Olivier, 35 Years Deborah Smith, 30 Years Frank Wojtaszek, 6 Years Walter Hartman, 11 Years June Lego, 32 Years Terry Olson, 26 Years Kevin Smith, 28 Years William Wright, 33 Years Harvey Heller, 20 Years Maynard Leistiko, 17 Years Gregory Painter, 17 Years Larry Smith, 27 Years Richard Yaste, 31 Years Joseph Heltzel, 41 Years Diane Lien, 20 Years Pamela Parks, 28 Years James Smysor, 21 Years Richard Hendrell, 40 Years Carole Long, 42 Years Robert Patrick, 19 Years Richard Spence, 34 Years

Dennis Hudson, sheet metal assembler and riveter; service date July 9, 1976; IN MEMORIAM died June 11 The Boeing Company offers condolences to the families and friends of the Alwyn Lloyd, system engineer; service date June 9, 1964; died May 29 following employees, whose deaths recently have been reported. David Morris, field support associate; service date July 4, 1985; died May 15 Theresa Pennington, transportation analyst; service date Jan. 25, 1982; died May 24 Robert Anderson, technical data designer; service date May 12, 1997; died June 6 Sean Reid, technical designer; service date July 19, 1991; died June 23 John Benge, Non-Destructive Test quality test specialist; service date Oct. 19, 1998; Richard Ringgold, wing build process inspector; service date Jan. 13, 1986; died May 25 died June 12 Ronald Ruffing,system engineer technician; service date Aug. 16, 1991; died June 9 Albert Carter, machined parts inspector; service date April 18, 1977; died June 16 Nobuji Samukawa, information technology engineer; service date Jan. 17, 1992; Leslie Crawford, maintenance technician and inspector; service date Feb. 11, 1981; died May 21 died June 4 Peter Silvia, program analyst; service date March 11, 1985; died May 30 Richard Donner, design and analysis engineer; service date June 17, 1968; Lawrence Smith, facilities provisioning specialist; service date Nov. 21, 1969; died June 11 died June 21 David Somers, systems engineer; service date March 31, 1996; died June 2 Martin Etzold, quality systems manager; service date Aug. 25, 1976; died June 5 Kyle Welke, film and video production specialist; service date July 14, 1981; died June 26 Julius Finley Jr., information technology project management specialist; service date Meridith Williams, office administrator; service date Feb. 18, 1992; died June 5 Feb. 13, 1976; died June 18 John Woolshlager, intelligence image analyst; service date Sept. 3, 1996; died June 10 Frederick Foraker, Fabrication inspector; service date May 30, 1968; died June 10 Kraig Gifford, technical designer; service date May 22, 2000; died June 11 David Gilchrist, system engineer; service date May 20, 2005; died May 28 n AROUND BOEING

UK Ministry of Defence personnel and Boeing employees—including Greg Mallon¸ vice president, UK Business Development (far right)—take part in a real-world management simulation at the Program Managers Workshop held in England at the request of an Inte- grated Defense Systems customer. Peter Ashby-Hayter photo AROUND BOEING Hinshaw named ness Excellence and IDS Combat Systems, range twin-engine freighter. CHIEF INFORMATION OFFICER the exchange of knowledge and experienc- The first 777 Freighter will be delivered Boeing last month named John Hin- es strengthened working relationships and to Air France in the fourth quarter of 2008. shaw as its chief information officer and increased understanding of the similarities To date, Boeing has 78 orders for the 777 vice president of the company’s Informa- and differences of managing corporate and Freighter from 10 customers. tion Technology organization. government organizations. Hinshaw assumed this role June 29 and The Program Manager Workshop was Delta II rocket LAUNCHES first conducted outside the United States reports to John Tracy, senior vice presi- italian satellite dent of Engineering, Operations & Tech- last year for Boeing Australia Limited em- ployees and two of their customers, who A United Launch Alliance Delta II nology. In this position, Hinshaw leads the 7420-10 configuration launch vehicle last Information Technology organization and encouraged the Defence Materiel Orga- nization to contract for the training with month successfully launched the first of is responsible for all IT strategy, systems, four Italian Constellation of Small Satel- infrastructure, architecture, processes and IDS. The MOD requested it to gain insight into better program management. lites for Mediterranean basin Observation people companywide. (COSMO) SkyMed spacecraft. Before joining Boeing, Hinshaw was Liftoff was from Vandenberg Air Force the CIO of Verizon Wireless. Boeing marks milestone Base, Calif. A Delta II 7420-10 configura- on 777 Freighter design tion launch vehicle deployed the COSMO- IDS international customers Boeing engineers have completed 50 SkyMed spacecraft to low-Earth orbit GET best practices training percent of the design for the new 777 approximately 58 minutes after liftoff. Boeing’s Program Manager Workshop Freighter, Boeing said last month. With has gone global to provide instruction this this milestone, half of the detailed design Ryanair exercises options for of the 777 Freighter is defined and has been spring on the eight Program Management 27 more 737-800s Best Practices at the request of Integrated released to Boeing factories and its suppli- ers to begin building parts, assemblies and Ryanair, Europe’s largest low-fare air- Defense Systems customers. line, exercised options for another 27 Next- Senior military officers and civilian tools for the new cargo airplane. Boeing is on schedule to complete both Generation 737-800 airplanes, Boeing said program executives from Australia’s De- in late May. These orders were previously fence Materiel Organization and the United the detailed design work and the commit- ments for the 777 Freighter’s performance accounted for on Boeing’s Orders and De- Kingdom’s Ministry of Defence (MOD) at- liveries Web site, assigned to an unidenti- tended sessions in Canberra, Australia, and capabilities, said Kim Pastega, deputy program manager and engineering leader, fied customer. Bath, England—the first time the training This option exercise brings Ryanair’s has been held exclusively for a customer. 777 Freighter Program. The 777 Freighter will provide more total order book for 737-800s to 308, 137 The workshops included a management of which have been delivered. The Dublin- simulation designed to help participants capacity than any other twin-engine freighter and the lowest trip cost of any based carrier transported more than increase program performance. Sponsored 42 million passengers in 2006. n by IDS Program Management and Busi- large freighter. It also will be the longest-

BOEING FRONTIERS July 2007 49 n SPOTLIGHT R ON B OO K OUT P hoto St. Louis SSG Site Services Final Assembly Production Maintenance Team

rom eight hours to 30 minutes. That’s how much we reduced the time it took to provide routine preventative maintenance and repair on hydraulic carts used to test products such as the F-A/18, F-15 and T-45. Lean thinking, a motivated, skilled Fcross-functional team—and some quick modifications—resulted in the impressive process improvement. The carts are about the size of golf carts. They simulate an aircraft’s hydraulic power, using an auxiliary power system in order to test the aircraft’s flaps and hydraulic systems without firing up complete power systems on the aircraft. During a recent Lean accelerated improvement workshop facilitated by the Boeing Lean consultant company Shingijutsu, we analyzed the standard periodic cart maintenance and repair routine in which two mechanics and an electrician service each cart. We realized that instead of using a forklift to remove the top of the cart, we could do it more safely and efficiently—and a lot more quickly—with an already-installed overhead crane. The change required modifications to the cart—cutting out a small area and replacing two bolts with linchpins. We used regular tools to make the modifications during the Lean workshop, and the improvement was ready to start producing savings and enhanced safety immediately. Bill Cross, Midwest Lean focal for Site Services, said, “This group is one of our High Performance Work Organization teams—a group of cross-functional craftsmen who are self-directed and used to working in an environment where they’re not waiting to be told what to do. This team is the epitome of a team that is part of a Lean, empowered work force.”

Front row, from left Dave Odenhal Howard Hall Rick Dorn Kevin Kramer A.B. Kelly Ron Brinker Mark Elmore Machine repair Machine repair Machine repair Group manager Electrician Machine repair Electrician Back row, from left Jim Kues Dale Gehner Don Lehman John Franks Ron Nelson Equipment engineer Leadman, Machine repair Leadman, electrical Machine repair Electrician

50 July 2007 BOEING FRONTIERS