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PEO Ammo completes Excalibur 1a-2 production...

 

PEO Ammo completes Excalibur 1a-2 production, transitions to 1b


 

On April 3, the Excalibur Program completed assembly of the last Increment Ia-2 projectile and transitioned to Increment Ib production.

First fielded in 2007, Excalibur is the Army’s GPS-guided, precision 155 mm artillery projectile. It couples GPS technology with an inertial measurement unit to provide accurate, first-round fire-for-effect capability in an urban setting with accuracy better than 4 meters Circular Error Probable (CEP).

“The successful transition from Excalibur Increment Ia-2 to Ib production is a significant step in the lifecycle of the program,” said Lt. Col. Joshua Walsh, Product Manager Excalibur with the Program Executive Office Ammunition at Picatinny Arsenal, N.J. “This new capability provides the Warfighter with increased accuracy and reliability at a reduced cost.”

This milestone marks eight years of Raytheon Missile Systems (RMS) production and assembly at the McAlester Army Ammunition Plant in McAlester, Okla.

More than 6,500 Increment Ia rounds have been delivered to the U.S. Army, U.S. Marine Corps, and several international customers.

Soldiers help Picatinny engineers test new lightweight...

 

Soldiers help Picatinny engineers test new lightweight mortar system


 

PICATINNY ARSENAL, N.J. -- Mortar system operators and maintainers visited Picatinny to help conduct a Technical Manual Validation and Verification event for the new lightweight M252A1 81mm Mortar Weapon System March 18 - 20.

During the technical manual reviews, the Soldiers performed tasks using only the technical manuals as guides. This testing ensures that the manuals will be understandable to deployed Soldiers and Marines when they receive the new mortar system this summer.

The new 81mm mortar system, which is currently in development at Picatinny, is 13 percent lighter than the current system, making it easier for service members to carry.

"We do concurrent reviews of the maintainer and operator manuals to cut down the amount of time we're in a technical manual review," said Breanna Merenda, an Integrated Logistics Support Manager for the Program Executive Office for Ammunition.

"This is a Soldiers hands-on event where we verify the tasks as written in the technical manual. The purpose to is to ensure that when a Soldier picks up this manual, even a Soldier at the lowest level, a private, can understand these tasks and use the system or maintain the system in the way it was designed to be used and maintained." During the review, Soldiers go through each page of the manuals, line by line, looking for any errors or anything that they find confusing.

"If the wording doesn't make sense, or a drawing doesn't make sense, we pause and then reconvene after the issues have been cleared up," Merenda said. "It's critical that we don't interfere with them following the tasks because we need them to sign off on these manuals and say, "yes, this makes sense to me" so that anyone who doesn't have experience with this system can utilize it."

Seven Soldiers participated in the TM review.

"It translates the manual into a better language that we can understand at a lower level," mortarman Staff Sgt. Rodney Nash with the 1-19 Infantry Battalion at Fort Benning, said about the technical manual reviews.

The TM review also gives the mortar maintainers and operators a sneak peak at the new system.

"The guys at FORSCOM are definitely going to like it, because a lot of guys have to walk with it on their backs and it weighs you down," Nash said. "So when they're carrying it out there it will be a lot lighter so it's a lot easier to manipulate." Participants included Soldiers from the user community at the Training and Doctrine Command and the maintenance community at the Combined Arms Support Command, technical writers from Tank-automotive and Armaments Command Life Cycle Management Command and engineers from the Armament Research, Development and Engineering Center who developed the system.

"It's one of the few chances we get to interact with the Soldiers, get their input on the system, see what works and doesn't work, and take down notes for future changes that might make it a little easier for them," Merenda said. "Overall it's a great opportunity for our office to interact with the guys who will be using the system in the field."

Security Cooperation – A Case Study

 

Security Cooperation – A Case Study


 

As defense budgets and military force structure are reduced, the United States must once again examine ways to maintain our defense industrial base. While budgets may not allow for the procurement of new weapons for our own military at the rate many would like, there can be no question that we need to maintain the ability to ramp up for a future conflict at a time and a place that may be totally unpredictable.

One very valuable tool for maintaining our domestic industrial base is to promote the sale of our defense materiel to friendly nations who may very well be allies in the next conflict. On Jan. 3, 2012, the NATO Training Mission – Afghanistan requested the establishment of a foreign military sales case for 890 M224 60 mm mortar systems for the Afghan National Army (ANA). As is often the case, this initial requirement was later increased to include more weapons (up to a total of 918) and more accessories, support equipment and spare parts than originally requested. To put this in perspective, this represents a quantity that is more than half the total number of 60 mm mortar systems in the entire U.S. Army [inventory]. The team led by the product manager (PdM) for Precision Guided Munitions and Mortar Systems (GPM2S) not only delivered all required weapon systems ahead of schedule, but also $11 million under budget. The last 92 weapon systems were delivered to Afghanistan in Sept. 2013, two months ahead of schedule.

CONTRIBUTORS TO SUCCESS
Upon program initiation, PdM GPM2S formed an integrated product team (IPT) consisting of representatives from the Watervliet Arsenal, N.Y. (WVA), Anniston Army Depot, Ala. (ANAD), the Defense Logistics Agency (DLA), the Tank and Automotive Command (TACOM)’s Product Support Integration Directorate (PSID) and Security Assistance Management Directorate (SAMD), the Maneuver Center of Excellence (MCoE) at Fort Benning, Ga., the U.S. Marine Corps (USMC), the deputy secretary of the army for defense exports and cooperation (DASA-DEC), and the Office of the U.S. Army Deputy Chief of Staff, G-8.

The majority of the team members were already familiar with one another each others’ roles and capabilities because of the normal interaction required by support to Army and USMC units either already deployed or preparing to deploy to combat operations. The long-standing relationships formed through personal interactions at program management reviews (PMRs) enabled the rapid formation of a high-performing team without the traditional forming, storming, and norming phases of team development. While every organization performed a unique and invaluable role, the leadership role of the PdM as individually responsible for program execution, granted by his charter as a life-cycle manager, ensured the unity and focus of the entire effort. In his Feb. 12, 2013 State of the Union Address, President Barack Obama emphasized the strategic importance of transitioning the United States’ role in Afghanistan from leading the fight to equipping and training Afghan security forces to take the lead. He stated, “Beyond 2014, America’s commitment to a unified and sovereign Afghanistan will endure, but the nature of our commitment will change. We are negotiating an agreement with the Afghan government that focuses on two missions: training and equipping Afghan forces so that the country does not again slip into chaos, and counter-terrorism efforts that allow us to pursue the remnants of al Qaeda and their affiliates.” This address served to strengthen the team’s commitment to success.

This national-level emphasis on program success also allowed for creative, non-traditional solutions to providing weapon systems at an unusually high rate. For example, the Department of the Army allowed the diversion of Army-owned assets to this FMS case to fill immediate needs, with Army stocks to be replenished from new production using FMS case funding. Not only did this unusual step improve our responsiveness, it also provided the added benefit of updating the Army inventory with all new items.

Another contributor to the success of this program was the USMC. Over the past several years, the Army and Marines have cooperatively developed, qualified, and fielded a newer and lighter 60 mm mortar system, the M224A1. The Marines have been aggressively replacing their M224 systems with M224A1s, thus freeing up M224s for demilitarization. In large part as a result of the good will built up during years of interservice cooperation, the Marines allowed this excess inventory to be overhauled and sold, rather that demilitarized and scrapped, resulting in a very substantial cost savings.

The dedication of the workforce at WVA, New York, and at ANAD was also key to program success. WVA provided for new production of many components, as well as expertise in assembling kits, and staging and shipping systems into theater. ANAD was responsible for overhauling many of the weapons. Their tireless commitment to quality ensured the safety of the weapons and provided an added benefit of minimizing schedule risk due to unnecessary scrap and rework.

TACOM PSID played a key role in providing both new and used Army assets for the effort, purchasing new components using existing sustainment contracts, coordinating with the DLA for acquisition of DLA-managed items, and providing direct oversight and management of ANAD depot efforts.

The final enabler to program success was the PM’s ability to leverage a new equipment training (NET) team that was already in theater. This NET team, from Combined Security Transition Command – Afghanistan (CSTC-A), was composed of a mix of active-duty and former Soldiers, all graduates of the Army’s Infantry Mortar Leader Course (IMLC). They were indispensible in writing the doctrine and tactics, techniques, and procedures (TTPs) that the ANA would use in both training and in combat. After that, these military and civilian professionals actually trained their ANA counterparts to the highest standards to allow them to train their own soldiers in the proficient use of the weapons. If the team had not already been stood up and in theater, additional time and expense would have been incurred to form and deploy the necessary capability.

LESSONS LEARNED

As is always the case with any successful program, the ANA 60 mm mortars case was the result of a very strong team effort. The lesson to be learned is that the strongest teams are the ones who are already used to working together. PdM GPM2S has had a history of cooperation with the USMC, MCoE, TACOM, WVA and ANAD to provide world-class equipment, training, and support to Soldiers and Marines. As the Army’s Product Manager for Mortar Systems, PM GPM2S was uniquely qualified and positioned to respond to the urgency and need for providing mortar systems to the ANA. The product manager immediately stood up an IPT of mortar system professionals with defined roles and responsibilities. Daily meetings were established and a management tool referred to as “the dashboard” chart was created to capture and present the key events and weekly accomplishments. The dashboard chart was also used as a communication medium to keep Army leaders closely informed of critical program milestones and weekly achievements.

Despite times of constrained resources and reduced travel budgets, true team building requires at least some face-to-face contact to foster trust and communication. For example, members of the IPT from PM GPM2S and TACOM-Warren travelled to ANAD, a key location in the process, to ensure the urgency of the mission was well understood, along with establishing the process map for refurbishment and shipping. In addition, periodic face-to-face meetings are also required after the team is formed and working to ensure that project status is tracked accurately and that priorities are properly communicated. A specific lesson for time-sensitive cases is the existence of the Special Defense Acquisition Fund (SDAF). This is a revolving fund administered by the Defense Security Cooperation Agency (DSCA) that may not be familiar to many program managers. Authorized in 1981, it was specifically created to allow for the acquisition of defense articles and services in anticipation of a future FMS sale. Tapping into this fund allowed PdM GPM2S to order some long-lead items early, thereby shaving approximately one month from the program schedule.

Finally, PdM GPM2S learned the value of indefinite delivery / indefinite quantity (ID/IQ) contracts in responding rapidly to a surge in requirements. PdM GPM2S’ parent organization, Project Manager Combat Ammunition Systems (PM CAS) maintains numerous ID/IQ contracts for artillery and mortar munitions, both at the subcomponent level and for the load, assemble, and pack (LAP) of all-up rounds. Once established, these contracts allow for the rapid procurement of parts, projectiles or cartridges from any one of several qualified suppliers to meet surge demands. Traditionally, the procurement of major weapon systems have been focused on meeting U.S. requirements only and therefore have not required this flexibility and responsiveness.

The Joint Capabilities Integration and Development System (JCIDS) and Planning, Programming, Budgeting, and Execution System (PPBES) processes normally provide PMs with years to decide on a contracting strategy, build the required procurement packages, and perform competitive selections. If a PM wants to be able to respond quickly to future foreign demands, they must have more foresight and be willing to put in the extra work up front to ensure that more flexible and responsive contract vehicles are available to them when needed.

CONCLUSION
As the nation winds down from the latter of two large conflicts, our need to procure large numbers of weapons will taper off. This may lead to a risk of losing valuable parts of our military industrial base. At the same time, however, many of our potential allies now recognize more than ever that the United States has the best-equipped Army in the world. As a result, they would now like to equip their own forces with weapon systems that are as safe, effective and reliable as ours. This situation offers up the opportunity to supplement domestic weapons procurement with foreign sales to maintain our own ability to respond to future conflicts. Wherever possible, PMs should prepare in advance to respond to security cooperation and security assistance cases with high-quality, timely, and cost-effective support so that we are the supplier of choice.



Sexual Harassment/Assault Response Program (SHARP)

 
PEO Ammunition Sexual Harassment/Assault Response Program (SHARP) is in effect and here to help.

Sexual Harassment/Assault Response and Prevention (SHARP) Program Information:
Picatinny SHARP 24x7 Hotline: 862-210-0296
DoD SAFE Hotline: 1-877-995-5247
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