Chapter
The DoD ManTech Program Mission
ManTech Program Governance
ManTech Programming and Execution
IV. A FRAMEWORK TO MAXIMIZE MISSION EFFECTIVENESS – THE MANTECH PROGRAM’S STRATEGIC THRUSTS AND ENABLING GOALS
The ManTech Program’s Strategic Thrusts
Strategic Thrust 1: Effective Management and Delivery of Processing and Fabrication Technology Solutions
Composites Thrust Area Portfolio
Electronics Thrust Area Portfolio
Metals Thrust Area Portfolio
Other Processing and Fabrication Investments to Meet Defense-Essential Needs
Strategic Thrust 2: Active Support for a Highly Connected and Collaborative Defense Manufacturing Enterprise
Strategic Thrust 3: Active Support for a Strong Institutional Focus on Manufacturability and Manufacturing Process Maturity
Strategic Thrust 4: Active Support for a Healthy, Sufficient, and Effective Defense Manufacturing Infrastructure and Workforce
ManTech’s Strategic Relationship to Defense Affordability
V. MECHANISMS FOR ASSESSING PROGRAM EFFECTIVENESS
Mechanisms at the Project Execution Level via DoD Components
Mechanisms at the JDMTP Portfolio Coordination Level
Mechanisms at the OSD/Oversight Level
Summary of Program Governance
ANNEX A: STATUTORY REQUIREMENTS
Excerpt 1. Sec. 238, FY 2008 NDAA (Public Law 110-181)
SEC. 238. STRATEGIC PLAN FOR THE MANUFACTURING TECHNOLOGY PROGRAM.
Strategic plan for the Manufacturing Technology Program (sec. 238)
Excerpt 2. 10 USC § 2521, Manufacturing Technology Program
ANNEX B: STRATEGIC PLANNING CONSTRUCT
ANNEX C: DOD MANTECH PROGRAM FOUNDATION, ACTIVITIES AND TECHNOLOGY INVESTMENT TOPICS
Part I: DoD ManTech Program Description
JDMTP Portfolio Review Process
Current ManTech Technology Targets
Electronics Investment Area
Composites Investment Area
Part II: Component Program Execution and Technology Focus
Manufacturing Science and Technology (MS&T) Program (OSD ManTech Line) Overview
Potential OSD MS&T Future Investment Topics
Embedded Sensor for Composite Structures
High Power Lithium-Ion Batteries
Affordability Assessments
Technology Transition Plans
Air Force ManTech Program
Active Electronically Scanned Array (AESA) Radar
Alternate High Frequency Material (AHFM)
Joint Programmable Fuze (JPF)
Defense Logistics Agency (DLA) ManTech Program
Microcircuit Emulation Program
Castings and Forgings Program
Industrial Base Innovation Fund (IBIF)
Missile Defense Agency Producibility and Manufacturing Program
Supply Chain Mapping Tool
Defense Advanced Research Projects Agency (DARPA) Manufacturing Related Programs
Thrusts and Core Technologies
Disruptive Manufacturing Technologies
Key ManTech Program Directives and Governance Documents
Published Plans and Strategy Documents Influencing the DoD and Component ManTech Programs
Recent Reports and Studies
Other Relevant Documents (Including Key Historical Reports & Initiatives)
Part II: Stakeholder Engagement Activity
Other Engagements with Key Stakeholder Communities* (Chronological Order)
ANNEX E: ACRONYMS AND ABBREVIATIONS
Chapter 2 BEST PRACTICES: DOD CAN ACHIEVE BETTER OUTCOMES BY STANDARDIZING THE WAY MANUFACTURING RISKS ARE MANAGED*
DOD’s Long-standing History of Manufacturing Problems
Revised Policy Incorporates Manufacturing Best Practices
MANUFACTURING PROBLEMS ARE ATTRIBUTED TO SEVERAL FACTORS DURING THE PLANNING AND DESIGN PHASES OF SELECTED DOD WEAPONS PROGRAMS
Manufacturing Contributed to Growth in Cost and Delays in Schedule
Manufacturing Was Overlooked during Early Development
Poor Planning Led to Supplier Problems
Lack of Manufacturing Knowledge Contributed to Problems
MRLS HAVE BEEN PROPOSED TO IMPROVE THE WAY DOD IDENTIFIES AND MANAGES MANUFACTURING RISK AND READINESS
MRLs Were Developed from Knowledge-Based Resources on Manufacturing
Analysis Shows MRLs Address Manufacturing Gaps in DOD’s Technical Reviews
Draft Deskbook Explains MRL Application and Assessments
MRL Assessments Provide Basis for Identifying, Planning, and Managing Program Risks
MRL Pilot Programs Show Positive Benefits
DOD’S PROPOSED MRLS EMBODY MANY BEST PRACTICES OF LEADING COMMERCIAL FIRMS
DOD’S MRLS ARE SIMILAR TO MANUFACTURING CRITERIA USED BY LEADING FIRMS
Best Practice: Commercial Companies Emphasize Manufacturing Criteria Early and at Every Stage of the Product-Development Life Cycle
Multidisciplinary Team / Manufacturing Experts
Maturing Technology and Manufacturing Processes
Best Practice: Commercial Firms Have Adopted DOD’s MRLs or Are Employing Similar Criteria in Their Product-Development Process
Best Practice: Leading Firms Prove out Manufacturing Tooling, Equipment, and Processes before Entry into Production
Best Practice: Commercial Firms Work Closely with Suppliers, Who Must Meet High Quality Standards for Parts and Supplies
Commercial Firms Require That Manufacturing Processes Be in Control Earlier Than DOD’s MRLs
TWO SUCCESSFUL DOD PROGRAMS USED CRITERIA SIMILAR TO COMMERCIAL FIRMS
MRLS ARE HAMPERED BY LACK OF AN AGENCYWIDE POLICY AND MANUFACTURING WORKFORCE CONCERNS
Draft Policy to Institutionalize MRLs Has Proven Difficult, but the DOD Community Is Starting to See Its Value
MRL Acceptance Is Growing within DOD and Defense Industry
Manufacturing Workforce Knowledge and Manpower Gaps May Impede Implementation of MRLs
RECOMMENDATIONS FOR EXECUTIVE ACTION
AGENCY COMMENTS AND OUR EVALUATION
APPENDIX I: SCOPE AND METHODOLOGY
APPENDIX II: MANUFACTURING READINESS LEVEL (MRL) DEFINITIONS
APPENDIX III: MANUFACTURING READINESS LEVEL (MRL) THREADS AND SUBTHREADS (RISK AREAS)
Defense Manufacturing: Technology Strategy and Risk Management
( Defense, Security and Strategies )
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