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Top 50 Contract BenefitsĀ of System Configuration Status Address Impact Product Support Demo Phase

6/24/2018

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Summary of Super Hornet Meeting:

This contracting effort was a focused effort to define the configuration so we could proceed to the next step. We came out of it with something that was good enough to be costed. And it brought customer and contractor along at the same time.

We came out with a very clear direction. There was not much debate after that about what was in the aircraft. But we still had to guard against requirements creep.

We had a "spec jamboree." We broke into the same teams. We took the requirements and the configuration from the negotiation sessions and used the C/D spec as a starting point. We took that specification apart and re assembled it to reflect the E/F we had defined.

Where there were still disagreements, they were noted, and assigned to teams for resolution. Most of these were closed in a timely manner With this process, we were able to hammer out the important details of the E/F specification, include input from a wide range of stakeholders, and do it in a very short time.

Attributes of configuration items are defined in configuration status updates with baselines established to identify current approved identification of items verified to make sure they conform to, and perform as defined in configuration status updates.

Whenever a change is contemplated to an item, the effect of that change on other items and associated status updates is evaluated. Changes are systematically processed and approved by the change control authority. Change implementation involves update and verification of all affected item status updates.

Information about item configuration, identification and status, and change status is collected as activities associated with the configuration process occur. This configuration status accounting information is correlated, maintained, and provided in useable
form, as required.


The responsibility for the configuration process and supporting activities is shared between DoD contractors-- will usually vary according to performance or design-based acquisition and product support goals in each phase of service life.

Benefits of configuration process are somewhat obvious but are often overlooked:

1. Product attributes are defined to provides measurable performance parameters to realise common basis for acquisition and use of the product.

2. Product configuration is documented and a known basis for decision-making changes is established based on correct, current information so production repeatability is enhanced.

3. Products are labeled and correlated with their associated requirements, design and product information so metrics are accessible, avoiding guesswork and trial and error

4. Proposed changes are identified and evaluated for impact prior to making change decisions

5. Make sure downstream problems are avoided so cost/schedule savings are realised

6. Configuration information, captured during product change, build, distribution, operation, and support processes is organised to determine relationships

7. Timely, accurate information avoids costly delays and product down time

8. Ensures proper replacement and repair; and decreases maintenance costs.

9. Actual product configuration status update charges are verified throughout service life

10. Weighing impact of required configuration attributes establishes high level of confidence in product information


Top 10 Survey Frequency Response of Field-Level Unit Proposal to Adapt to Using Product Configuration Development

Some companies offer partly configurable products, so that the customer can specify some of the functionalities, and the development department will be involved in satisfying more specific customer needs. If a specially designed product is produced for a customer and it is profitable to make it available for other customers, the necessary changes should be performed in the product family model.

So, if the company later accepts an order for this product, it will be an ordinary order on a configurable product. However, the product should not be visible in the product family model until fully detailed production documentation ie bill materiel status updated, routings etc. for the product has been created.

Action is required when customer absolutely must have feature, generally when it is the determining criteria in purchasing the product. Ratings will act as constraints for needs customer expressed only because it was observed that the product could do it, but that the customer also never use and do not care about. Note that more rating levels can be used for a more refined resolution, depending on the subjects’ abilities.

A good approach to forming an importance ranking for a population is to send a questionnaire to a random customer sample, using the uncovered customer needs list and asking for importance on each need. This approach can provide a sound sample for determining importance.

But any sample importance determination must incorporate two phases. First, a decision must be made to see if customer need is a hard constraint that must be satisfied, or an objective that can be traded off versus the other customer needs, and so carries a degree of relative importance.

Phases must be separated and accounted for differently by the design team. Second phase profitably modeled with importance weightings-- or more generally preferences in a second phase. To separate out any customer needs that are hard constraints that must be met, each need is examined one at a time, and the number of must-have responses compared to the total number of subjects.

Clearly, if every subject flags the need as a must-have than that need must be satisfied. But if only a fraction of the subjects indicate the product must satisfy a need, a decision must be made over what fraction should be used before interpreting the customer need as a constraint.

In addition to customer needs, there are also other requirements that a product must satisfy, for example manufacturing, and represented as additional requirements in the customer needs list. Typically all have constraint multiple importance, since they must be met for the product to be sold or physically produced.

Other non-customer requirements can be incorporated in the customer needs list as deemed appropriate. Alternatively, a specification sheet may be added for non-customer requirements, organising the requirements according to topic.

1. Ability to fulfill wide range of customer requirements

2. Shorter lead times in sales-delivery process

3. Increased control of production

4. Reduction in customer-specific design

5. Efficient way to offer broad product line

6. Establish link between the sales/production departments

7. Secure fully specified orders

8. Secure valid production documentation

9. Easier to deal with large number of variants

10. Less maintenance of production status updates

 
Top 10 Production Plans/Operations “Digital Twin” Decision Making Questions

Service Life Phases decision making requires good, reliable estimates of time-to-market delivered cost, product quality and supply line reliability. These systems must be developed in parallel with product and integrated into Digital Twin Model of existing systems or to support future system design. Discrete logistics schedule events constitute control framework. Metrics guiding continuous improvement process will continue to be critical for systems engineering.

Organisations not motivated to take deeper dives are retrofitting existing machines to designate them as connected . Attaching sensors to collect critical operational information makes them smart. The chalkboard of buzz words and patch-work of programmes currently used by industry are introducing glaring gaps, generating errors and inconsistent approach to Digital Twin technology in general.

One approach includes establishing a limited digital reach to monitor, promote, connect, track and trace in order to value every point of provider/customer contact, not only once for sales of product but over the life time of the product to include service quality- the main readiness metric to gauge customer satisfaction.

1. What Production Technology?

2. How is Production Allocated?

3. Who/Where are Suppliers?

4. What are Contingency Plans?

5. What to do about Inventories?

6. How is Product Transported?

7. What Resources to Assign?

8. How to Sequence Tasks?

9. When to Change Resources?

10. Where does Job go next?

 
Top 10 Efforts Comprise DoD Actions to Improve Weapons Systems Product Purchases

Busy schedules require keeping track of customer accounts, maintain prospective customer relationships, field product and model questions to deliver timely and accurate quotes making the process better and faster.

The whole sales process is streamlined and accelerates the conversion of sales opportunities into revenue with automation tools that simplify complex configurations, speed quoting time, and ensure ordering accuracy-- also mitigating common obstacles such as product combination errors, miscalculated costs, and quoting delays.

Happy customers stick around: Increase instances where customer requirements are satisfied by delivering a quick and user-friendly customer experience with the 3D product configuration so attention is focused on the customer rather than the time-consuming quoting process and customers benefit from precise visual and interactive build of customised orders with confidence and freedom.

Vendors can work closely with customers to educate, present, customise, and interact with "virtual" products using near-realistic 3D models so relationships are improved by visually displaying product plan/design, configuring products quickly, price and quote accurately, and order efficiently.

Visual communication and showcasing competitive differences of products in a realistic and engaging manner can encourage customers with little-to-no knowledge of product process to become less apprehensive and more engaged in designing and ordering with automation tools that simplify complex configurations, speed quoting time, and ensure ordering accuracy.

1. Procurement Action to take place over modernised interface

2. Modifications to Cost/Price Reporting requirements

3. Emphasis on Reliability/Maintainability in Product Design

4. Improvement of Planning for Acquisition of Services

5. Transparency of Test/Evaluation process & tools capabilities

6. Quote Configuration Series Product Baseline

7. Business System Component Visibility

8. Display of Programme Budget Figures

9. Ownership determination of Product Specs Details

10. Acquisition Workforce Training Improvements

 
Top 10 Questions for Virtual Showrooms Communicate 3D Products Customised Substitute Models to Customers Orders

In today's digital world, customers expect a seamless product purchasing process--one that gives them confidence to order what they want, how they want it. With Product Configurator, manufacturers and distributors are providing a user-friendly, visual configuration tool for customers to quote and order with confidence to boost business efficiency, productivity, and quote accuracy while helping to close sales more quickly, and enhance the customer experience.

All products and accessories are stored in one menu, which creates increased opportunities to identify additional products based on what the customer is ordering. Customers will be able to customise their orders, receiving a real-time rendering and quote so there are no more quoting delays or only seeing the product the first time when it arrives at the front door.

As customers configure their order with the application responsive drag-and-drop functionality, shopping cart and product model instantly update as new items are added or removed.

So it will be easy for customers to drag-and-drop add-on items and accessories to customise products across a range of industries: build anything from strength equipment, heavy equipment machinery and play systems equipment.

3D product configuration Demo can bring value to any manufacturer who sells customisable products so customers will enjoy the simplicity and accuracy of ordering with a 3D Product Configurator.

1. What is the effect of different discussion models e.g., independent, embedded, and doubly on participation and the establishment of common ground?

2. Beyond textual discussion, what external representations will effectively support collaborative communications and how do the representation affect grounding and the cost of integration?

3. How can the coordination of individual contributions be improved?

4. Can semi-automatic summarisation or merging of separately developed virtual reality views be used to form aggregated contributions?

5. How should selection and visual emphasis techniques be designed to provide realistic pointing behaviours?

6. Can referenced objects be clearly recognised by both Troops and machine collaborators?

7. How can pointing and graphics annotation be designed to handle dynamic visualisations and changing task sets?

8. How should behaviour navigation cues be effectively added to visual assessment tools to improve battlespace awareness?

9. Can automated techniques be used to help allocate effort by digging into past contributions, user profiles, and inferred networks to enable systems to direct collaborators to tasks in need of attention?

10. How can beneficial results of collaborative virtual reality assessments be more effectively exported, shared, and embedded in external network media?

 
 


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Top 50 Supply Line Logistics Questions Introduce Product Quality Market Space Risk Assessments

6/16/2018

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Quality control must be performed throughout weapons systems programme projects with ultimate accountability resident in the Internal programme head to ensure project deliverables meet the level of quality assurance required and risk mitigation activities are being followed as planned.


Project schedule and cost baselines are two primary yardsticks for measuring whether a project is meeting the quality standards. Missed project milestones, over/under-spending are warning signs of risks to project success.

If the project timeline or budget is not on track, risk mitigation teams must review the situation and set up smart processes to follow up. Deliverable acceptance criteria for supply line acceptance varies according to the type of deliverable and criteria must be considered.

Here we introduce supply line logistics decision-making activities type from the strategic to the tactical to the operational level

•Strategic level deals with decisions to have long-lasting effect on organisation to include decisions on product design, what to make internally and what to outsource, supplier selection, decisions on Job Site number, location & capacity

•Tactical level includes decisions to be updated less frequently to include purchasing/production decisions, inventory policies & transit route strategies

•Operational level refers to day-to-day decisions such as scheduling, lead time quotes &, routing

As part of its Offer, Supplier must confirm/provide evidence product can be dispatched according to quality, planning & cost requirements, with demonstration of its ability to reach the following targets: estimations, return on experience, feedback on similar products & related future actions.

Risk can be associated with all aspects of a programme, e.g., threat, technology maturity, supplier capability, design maturation and performance against plan, as these aspects relate across the Work Breakdown Structure and Integrated Master Schedule.

Risk addresses potential variation in the planned approach and its expected outcome. While such variation could include positive as well as negative effects, this guide will address problematic future effects since programmes have typically experienced difficulty in this area during the acquisition process.


Successful acquisition programme risk mitigation characteristics include feasible, stable, and well-understood user requirements, supported by leadership/stakeholders, and integrated with program tech planning decisions.

Continuous, event-driven technical reviews help define a developed, resourced, and implemented risk mitigation plan to satisfy user needs within acceptable risk. Established thresholds and criteria must be established to proactively implement defined risk mitigation. Plans must be combined with continuous and iterative assessment of risks and defined set of success criteria for performance, schedule, and cost elements during each acquisition phase.

If risk components are eliminated or corrected, would prevent potential consequences from occurring, Risk components include probability/likelihood assessed at present time of future root cause occurring, and the effect/ consequence of future occurrence. Future root causes are the most basic reason for the presence of a risk. Accordingly, risks should be tied to future root causes and their effects.

Risk mitigation is the overarching process that encompasses identification, assessment, implementation/planning, and tracking. Risk mitigation must begin at the earliest stages of programme planning and continue throughout the total service life of the programme.

Risk mitigation planning must reflect technical foundation, activity definition, and inputs from technical and cost areas to project an independent forecast of the planned completion dates for major milestones.

Sustainment cost estimates are derived by integrating technical assessment and schedule risk impacts on resources and providing programme life-cycle cost excursions from near-term budget execution impacts and external budget changes and constraints.

Additionally, team attention to risk factors is most effective if it is fully integrated with the programme systems engineering and programme administration processes—as a driver and a dependency on those processes for root cause and consequence control.

This guide focuses on risk mitigation, planning and implementation rather on risk avoidance, transfer or assumption. Risks should not be confused with issues. If a root cause is described in the past tense, the root cause has already occurred, so it is issue that needs to be resolved, but it is not a risk.

While confronting issues is one of the main functions of programme , an important difference between issues and risk is that addressing issues applies resources to resolve current issues or problems, while risk teams must apply resources to mitigate future potential root causes and their consequences.

If programme is behind schedule on release of engineering drawings, this is not a risk; it is an issue that has already emerged and needs to be resolved. Other examples of issues include failure of components under tests that show a design shortfall.

So these are
programme problems that should be handled as issues instead of risks, since their probability of occurrence is certain to occur or has occurred. Also, issues may have adverse future consequences to the programme-- as a risk would have.

An organised methodology is required for continuously identifying and measuring unknowns; developing mitigation options; selecting, planning, and implementing appropriate risk mitigations; and tracking the implementation to ensure successful risk reduction.

Effective p
lanning is required for early identification and risks assessments, early implementation of corrective actions; continuous monitoring and reassessment; and communication, documentation, and coordination.

Acquisition programme risk control teams is not a stand-alone programme office task. It is supported by a number of other programme office tasks. In turn, risk control measures finalise those tasks.

Important tasks, which must be integrated as part of the risk control process, include requirements development, logical solutions, systems engineering design solutions, schedule development, performance measurement, earned value when implemented and cost estimating, all tasks critical to overall programme success rates.

1. How should administration update project schedule regularly to help identify potential problems in selecting a set of job site locations and capacities to influence market demand and improve bottom line?

2. How are production levels at each job site determined for each product based on design approaches to project solutions, identification of possible risks, assumptions, constraints and dependencies?

3. Does the deliverable provide recommendations traceable to the contract work breakdown structure and testing /verification procedures required in accordance with the test plan standards/practices?

4. Have you made recommendations on budget or time to be allocated, and if fallback risk mitigation status approach is incorporated in the estimate at completion or in other programme plans?

5. Why are deliverables far more cost effective to have quality built into day-to-day activities rather than find a problem after design process parameters have been completed so impact on capability/readiness?

6. Are problems due to uncertainty of formats and media in predicting customer demand, uncertainty in the supply process, or some other reasons ?

7. Is there anything that can be done to reduce problems in predicting demand or is result going to be ordering more than, less than demand forecast?

8. Do you hold risk mitigation meetings at high enough frequency, depending on the programme phase to provide a thorough and timely understanding of the risk status, but not too frequent to interfere with execution of the programme plan?

9. Why is it important to use results of prior event-based systems engineering risk checklist technical reviews to provide systematic process for continuously assessing the design maturity, technical risk, and programmatic risk of acquisition programs?

10. Have you established a series of effective risk assessments events to date Include contractor administrative baseline development plans for work definition, valuation estimates, manufacturing processes and repair processes for sustainment phase?

11. Is deliverable clearly written or presented to communicate effectively at appropriate detail with its target audience and account for change from industry to industry?

12. Do you ensure programme acquisition plans and strategies provide for risk mitigation team action and consider identified risks and root causes in project milestone decisions?

13. How is an integrated risk mitigation team established, used, and maintained focused efforts to ensure process includes all disciplines required to support life cycle of system include scheduled risk assessments conducted at key points during all phases of the programme, including proposal development?

14. Have you derived estimates of completion dates for major project milestones and assessed probability of maintaining the baseline schedule?

15. What is impact of strategy on determining costs of service deliverable levels aligning with contract scope to include all mandatory items/sections to meet project standards?

16. How are project schedule risk assessments conducted as needed to determine potential impact to the programme estimates and approved funding?

17. How is realistic schedule established along with funding baseline for programme as early as possible in the program, incorporating an acceptable level of risk?

18. Do adequate schedule and funding margins protect programme integrity by budgeting to a conservative estimate with a high probability?

19. Do you evaluate and continually assess the programme for new root causes, address the status of existing risks, and implement risk mitigation activities?

20. How can deliverable integration successfully meet the requirements and criteria of the contract, statement/breakdown structure of work?

21. Why are shared information and expectations of operational plans like assess likelihood of contractor achieving the forecasted schedule or final costs against the programme constraints keys to a successfully integrated supply chain?

22. How should technically sound and economically feasible information be shared and operational plans be used?

23. How does verification of quality control information affect the design and operation of the supply chain?

24. Is sufficient time allocated to develop contract /procurement integration levels within the organisation and with external partners?

25. What types of partnerships can be implemented, and which type should be implemented for a given situation so expectations aren’t getting the project stuck due to lack of communication?

26. How can supplier identify what upfront /proactive manufacturing activities are present in its set of core compentencies to determine what/where to produce product next?

27. Have you approved appropriate risk mitigation strategies to include operational users and other stakeholders in the formulation and acceptance of risk mitigation plans?

28. Is there any relationship between the answer to activity completion/purchase and product architecture?

29. What are risks associated with sourcing decision risks be minimised using information based on valid and current production of deliverable?

30. Do you have an approach for identifying and compiling a list of root causes is to: examine each in terms of risk sources or areas with probability and consequence criteria scales?

31. Are consequence thresholds allocated in terms of performance, schedule , and/or cost and resource constraints against work breakout statement?

32. Can you provide a description of project risk including a summary of the performance, schedule, resource impacts, likelihood of occurrence, consequence and if risk is within control of the programme standards?

33. Is there ongoing/continual risk assessment during all phases of programme life cycle?

34. When is it worthwhile to use quality checklists to ensure quality elements are not overlooked while a project deliverable is being redesigned so logistics costs or supply chain lead time are not compromised?

35. Is it possible to leverage product design to compensate for uncertainty in customer demand containing only the necessary essential features or characteristics of the requirement, e.g. what is needed over what is wanted?

36. Can amount of savings resulting from clear, concise and logical product design specs requirements strategy be quantified/leveraged?

37. What changes should be made in the supply chain to take advantage of new user-friendly product design?

38. What role does supply chain policy play in the successful implementation of mass customisation concepts?

39. What risk information, metrics, and trends using the standard likelihood and consequence format are significant for supply chain success?

40. How frequently should performance metrics used for deliverable review be transferred and assessed to monitor and track newly identified risks and monitor progress against risk plans?

41. What test/evaluation monitor infrastructure is required both internally and between supply chain partners to identify readiness results/problems in sustainment phase?

42. Are information technology and decision-support systems used to achieve competitive market advantage?

43. What is preventing others from using the same tech demos, modeling/simulation and prototyping to reduce risks?

44 . What determines customer value measured to ensure deliverable meets expectations for intended use in different industries like definition of events/activities intended to reduce the risk, success criteria for each plan event?

45. How is information technology user interface outcome/output expected to enhance customer value in supply chain functions?

46. How do supply chain decisions contribute to customer value when considering performance related requirements for project if related to system implementation?

47. How do trends in customer value like relationship development and experiences affect supply chain since end user is the ultimate judge of the quality of a product?
.
48. How is a comprehensive programme risk assessment conducted for each of the applicable technical reviews and each key programme decision point?

49. Do “smart” programme strategies contain enough information for potential proposals judging how best to deliver requirements used to improve supply chain performance?

50 . What is the impact of quality control feedback strategies on supply chain deliverables?

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Top 10 Product Visualisation Types Select Agent Behaviour Cooperation Determine Virtual Reality Design

6/7/2018

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Virtual Reality interactive 3D visualisation help Marines better understand the product design features. Due to the many possible ways to configure a customised product, the Virtual Reality model of a customised product can not be pre-defined. It has to be dynamically generated during customisation.

Previous research on Virtual Reality-based visualisation of customised products only consider geometry and appearance; the behaviour is seldom considered. Here we propose an approach to dynamically generate behavior-included Virtual Reality models for customised products.

First the customisation strategy and the behaviour programming strategy are discussed. Then a variant approach for dynamic generation of behaviour-included Virtual Reality model is described. Finally, the process to construct the Virtual Reality model template and to dynamically modify the template during run-time simulation is described.

"The capability that a 3D printer brings to us on scene saves the Marine Corps time and money by providing same-day replacements if needed. "It makes us faster than our peer adversaries because we can design whatever we need right when we need it, instead of ordering a replacement part and waiting for it to ship."

“As a commander, my most important commodity is time,” Although our supply personnel and logisticians do an outstanding job getting us parts, being able to rapidly make our own parts is a huge advantage.”

Marine Corps used the 3D printer as part of a process otherwise known as additive manufacturing. Without a 3D printing capability, an entire assembly would have needed to be replaced, a more expensive and more time-consuming repair. Rather than waiting weeks for a replacement the new part was printed, approved and installed within a few days.

The repair demonstrates the value that additive manufacturing technology brings to forward-deployed units. “I think 3D printing is definitely the future ― it’s absolutely the direction the Marine Corps needs to be going,”

The Marines aren't the only ones working on 3D printing. The Navy is using it to make submersibles, and the Air Force was looking at 3D printing to produce replacement parts.

But the Marine Corps has expressed particular interest in the technology and unit commands broad permission to use 3D printing to build parts for their equipment. The force now relies on it to make products that are too small for the conventional supply chain, like specialised tools, radio components, or items that would otherwise require larger, much more expensive repairs to replace.

Product customisation is one of most important enterprise goals must satisfy Marines requirements to offer reliable 3D product suitable for particular battalions. Product customisation is necessary to increase enterprise competitiveness.

Quality and costs goals create requirements to meet product configuration standards with well known product core and redesign of only chosen product components.

Product adaptation to the new application is a way of product development which assures product quality in regard to manufacture and fiscal determinants. Product planning needs information related to customer expectation and product characteristic enabled by Quality Function Deployment.

Problems arise in application of 3D technique supported decisions in early phase of product development so meeting Marines requirements is the most important task of product development in context of product customisation.

The link between Marines expectation and product characteristic is the crucial point in product planning. Marine needs are divided into two categories: revealed as related to product trade features satisfied in proportion like low price, fast delivery and products technical characteristics to include utility and functions.

The design problem includes, among others the problem of product decomposition where 3D configuration issue needs information related to product functions and components that implement the function. Product physical elements named components assembled together are accomplishing product functions.

Common solution is to present the visualisation just at the end of the configuration process, once the process has been finished. Better, however, is to present the user a continuous visual representation of the resulting product during the configuration process, guiding user through every single configuration step by an on-point visual representation of the recent state of specification.

Visualization is one of the strongest instruments to create trust and reduce the risk perceived of the user - and to increase the willingness to purchase. There are different ways of how visualisation can be technological implemented.

The presentation of pre produced pictures is a common and of course a good possibility to show the product linked to the configuration solutions. But also simple drafts are seen quite often. The big problem with this kind of visualisation is that each variation has to be produced in first. For offerings with a large number of variations this becomes very soon a problem and causes a lot of cost.

Compound Pictures visualisation involves pictures of the product a put together out of single components. Just like a box of bricks the product picture is set together out of the different pictures of components. This has the advantage that not all possible configurations have to be produced and only the visible parts must be indicated.

Rendered pictures is a more advanced way of producing a picture of a product and is some distance to the way of taking photos. Rendered pictures need vector graphics of the product or the components.

But these vector graphics don’t give a real product view. The surfaces first have to be coated by a texture and then are illuminated by the computer. A lot of advantages and possibilities are with technique convertible. Different views, colors, textures, illuminations can be shown without existing in the real world at all.

The most advanced technique of visualisation is building of 3D models. Although the structure is close to that of the rendered pictures the effort is much higher. The 3D models can normally be free rotated and sometimes even has some of the products functionality integrated.

The computing capacity and the complexity of the programmes you need to generate such models are very high and expensive. But it gives the customer the closest visual feeling of the real product. And the next step in visualisation is already on the way.

3D visualisations of system behaviour over time generally reailise benefits to include quick and easy ways to grasp overview of the quality of solutions. After all, a picture is worth a thousand words. 3D visualisations of system behaviour within its Marines operational space make solution exploration even more tangible for developers.

Moreover, non-technical field-level Marines can much better assess if the system behaviour meets their requirements, when they can actually see the system behaviour compared to when they receive indirect feedback based on unrealistic tests.

Different scenarios can be visualised to clarify questions and evaluate possible solutions together with developers. Consequently, non-technical field-level Marines are more likely to contribute good feedback for further development.

So one big advantage of system behaviour visualisation is the reduction of possible misinterpretations and misunderstandings, which are caused by assumptions to cognitively map indirect feedback into system behaviour.

When visualisation is used together with Mission outcome simulations, flaws, which otherwise might only be determined when tests with real 3D prototypes are conducted, might be found considerable earlier. As a result, visualisation can also help to reduce system development costs and time-to-market.

Visualizations leverage the field-level Marines visual system to support the process of sensemaking, in which large information is collected, organised, and assessed to generate knowledge and inform action.

Even while most of our efforts to date focuses on the interaction between a single user and an interactive display, visual assessments are rarely solitary activities. Marines must share and communicate their findings.

In practice, making sense out of constraints is often a behaviour process involving parallel effort, discussion, and consensus building. So to fully support efforts to make sense of constraints, interactive visualisation should also support behavioural interaction.

However, the most appropriate collaboration mechanisms for supporting this interaction are not immediately clear. Here we present design considerations for disruptions in collaboration of visual assessments under field-level operational constraints, highlighting issues of parallel work, communication, and organisation of Marines units. These considerations provide a guide for the design and evaluation of collaborative visualisation systems.

Some groups of Marines may disagree on how to interpret visual representations contribute contextual knowledge that deepens understanding. As Marines build consensus or make decisions, they learn from their peers. Furthermore, some visual sets are so large that thorough exploration by a single Marine is unlikely.

In assigning critical Marines mission tasks, scenarios include possibility of multiple Marines in the field to form coalition decide not to cooperate with the rest, Removal of this coalition of Marines and their links might disconnect the network making it impossible for all Marines in the field to reach an agreement

Marines must solve gap between unconstrained/constrained consensus problems. An unconstrained consensus problem is simply the alignment problem while in distributed sequence of a function, the state of all has to more or less become equal meaning that the consensus problem is constrained.

Solving the constrained consensus problem is a cooperative task and requires willing participation of all Marines. Suppose a single group decides not to cooperate with the rest of participants and keep its state unchanged. Then, the overall task cannot be performed despite the fact that the rest of groups reach an agreement.

Physical space Marines are operating in exists within the virtual world represented by 3D navigational device. Transformation node at the top of the user space allow the user to position the user space anywhere in the virtual world.

In this representation user is always within the user position space and tracked with respect to the centre of the user space. Tracker values are assigned directly to transformation nodes to maintain correct position within the virtual world.

Product decomposition gives information about physical elements to be selected or designed to perform product function. Product functional decomposition should represent the intended behaviour of products and their parts.

Function of the assembly simulator is to support interactive constraint-based assembly/disassembly operations to support real-time simulation of physical constraints within the virtual space to provide realistic interaction between virtual assembly components.

Example of constraint specification and satisfaction problem involves alignment of a shaft with a cylindrical hole satisfying an axis-alignment constraint. Disassembly operations involve breaking the previously defined constraints by applying an external force.

Constrained rigid body motions of the assembly parts are used to support realistic manipulations of assemblies without breaking the existing assembly constraints by converting the 3D manipulation info from input device into allowable rigid body motions. Manipulation of an assembly model is not allowed if it is not supported by its allowable rigid body motion.

Once the assembly parts are loaded into the scene graph via design interface, attention to inputs allows the user to grab and manipulate objects in the 3D space. During this process, position of the moving object is sampled to identify new constraints between the manipulated/surrounding objects by the assembly simulator.

Such scenarios regularly arise in Marine network intelligence. Consequently, the design of visual technologies could benefit by considering behaviour interaction in addition to perceptual and mission critical processes. So the design of collaborative visualisation tools is a huge challenge.

Business visualisation is becoming increasingly important, Marine Leaders recognise the power of Marines visual intuition in information-rich decision tasks. Nevertheless, despite its promises, 3D visualisations are far less common than one would expect.

Here we describe a case study where we took a conventional visualisation of mission process as a starting point, for which we subsequently provided a 3D virtual reality visualisation. We introduce a small collection of 3D visualisation gadgets and associated behaviours,-- proved to be relatively complete for our case.

For each of these gadgets and behaviours, we discuss requirements and design trade-offs. The case study concerns an actual mission state process of the largest security provider, illustrating the usability of our gadgets and their associated behaviours, which include grouping, and drill down manipulation.

The cooperative behaviour aspects of visualisation has taken on new importance with the rise of modern Marine networks, enabling collaboration between participants acting in different battlespace locations and at different times.

This distributed, style of limited collaboration introduces new challenges for progress in visualisation modernisation. Most existing efforts to characterise collaborative visualisation has focused on coordinated cooperative scenarios-- with users working together at the same time to assess results or communicate the state of a battlefield.

Collocated collaboration usually involves shared displays, including large wall-sized screens and table-top devices. Systems supporting remote collaboration have primarily focused on coordinated interaction such as shared virtual workspaces and augmented reality systems that enable multiple users to interact concurrently with visualised operational directives.

Potential benefits of interactivity include changes of behaviour models, simulation parameters and system field-level scenarios during simulations facilitate an explorative solution development process and solution tuning. Developers do not have to wait for changes to take effect, for instance due to the compilation process and restart of simulations.

Instead, developers instantly see how the system behavior changes based on their modifications. So iterative, model-driven development process can be potentially performed more efficiently using interactive changes.

In contrast, relatively little attention has focused on how limited collaboration around visualisations affects mission outcomes. But by partitioning work across both time and space, limited collaboration may provide greater scalability for group-oriented missions.

There is evidence that, due in part to a greater division of labour, uncooperative decision making can result in higher-quality outcomes – broader discussions, more complete reports, and longer solutions – than face-to-face collaboration. One challenge to achieving the benefits of limited collaborative actions is determining the appropriate design decisions and technical mechanisms to enable effective collaboration around visual reality media.

Creating effective collaborative visual reality operational space raises a number of design questions. How should collaboration be structured, and what shared articles can be used to coordinate contributions? What are the most effective communication mechanisms?

To answer these questions, we envision future development projects of varying scopes. Marine leaders must focus on new visualisation and interaction techniques for supporting collaboration. Leaders must propose advanced mechanisms and ideally evaluate them through comparative study with other approaches. As listed above, new network communication models, pointing techniques, and story-telling interfaces are all candidates.

Future efforts into targeted techniques must be balanced with the design,, deployment, and evaluation of complete structural collaborative visual virtual reality space. Such systems will enable real-world groups to conduct collaborative virtual scenarios.

Studies of system usage can then measure the benefits of collaborative visual assessments in valid mission space settings and inform best practices for combining collaboration mechanisms.

A number of important experiments, such as those involving group directive organisation and incentives, may be best conducted in real-world settings and interfacing with the modern networks is critical to understanding how findings are disseminated and how collaborative virtual communications can be more deeply integrated into design of modern networks. These and other challenges present exciting opportunities for advancing visual system assessments.

We have presented design considerations for collaborative virtual reality systems, attempting to identify the aspects underlying successful collaboration and suggest mechanisms for achieving them.

Highlights include a list of collaborative virtual reality driven tasks and techniques to improve shared context and situational awareness level of field units, and suggestions for increasing engagement and allocating effort.

The overarching goal is to design behavioral/technical systems that improve our capabilities by promoting an effective division of troop tasks among participants, facilitating mutual understanding, and reducing the costs associated with collaborative tasks.

Visiting these considerations also provides an agenda for future research in collaborative virtual reality mission space to bring proposal to the surface of leadership attention and suggesting new technical mechanisms. For example:

1. Translate customer requirements into product specifications

2. Assist in quality product design based on product specification

3. Create optimal process design based on product design

4. Choose best process design based on product specifications

5. Translate product and process design into quality 3D item production

6. Define final test procedure and criteria to ensure product quality

7. Make cost projections based on customer requirements

8. Prepare cost projection based on customer specifications

9. Determine cost estimate based on product/process design

10. Predict final product cost based on operational priorities
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Top 50 Structured "Digital Twin" Simulation Model Require Multi-Agents Task/Subtasks Perform Training

6/1/2018

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Traditionally, Simulation training aboard Marine Corps Fleet Systems has relied predominantly on "Modeling the Expert" for complex behavioural tasks—the person undergoing training watches and imitates the performance of senior professionals.


This modeling is generally accomplished through on-the-job observation and hands-on experience in Mission space of systems. In the absence of comprehensive instructional design and attention to instructional abilities of the expert who is being modeled, this approach may have important limitations with respect to the quality of the training experience.

The overall training programme, not just one component, must be effective, with Simulators selected and designed to meet training needs instead of structuring training to fit the simulator.

Training performance must be measured against predefined performance criteria and be continued until the required proficiency level is reached. No matter how well the training programme is designed, refresher training may be needed to maintain a level of knowledge and skills. Structured evaluation of trainee performance prior to, during, at conclusion of, and after exercise is required to monitor programme effectiveness.


1. Overall training programme, not just one component, must be effective

2. Simulators must be selected and designed to meet training needs

3. Must guard against structuring training to fit the simulator

4. Training performance must be measured against predefined performance criteria

5. Training must be continued until required proficiency level is reached.

6. No matter how well the training programme is designed, refresher training may be required to maintain skill levels

7. Must establish structured evaluation of trainee performance prior to programme execution

8. Carry out operational assessments at the conclusion of training

9. Conduct debriefing after programme is reviewed to monitor programme effectiveness.

10. Conditions in Fleet System Workshops must be conducive to transfer of training to implement vital policies/practices

 

Top 10 “Digital Twin” Benefits/Value from Creating Simulation Leads to Changes in in Real World Operational Tactics

"Digital Twin" Simulator Mobile Fire Support Trainer for fire support teams can operate without having to deploy artillery units out to the field or have tank hulls to shoot at, they can put on those goggles and they can send a call for fire.

It will insert targets, potentially even moving targets – which we typically don’t get, we’re usually just shooting at old rusty tank hulls that are sitting on the ground. So we can have moving targets. We can integrate those fires with simulated forces that are moving towards an objective – so you can validate that you can turn off your fires at the right time.

We’ve realised we just can’t train those pockets of Marines independently. You really need to be able to connect those different training audiences with "Digital Twin" Simulation to work their procedures and do supporting and supported relationships and do those standardised tactics and get used to working with Marines in other troop groups.

As you send your calls for fires, requests for support, and do battle handoffs with them integration is required between a bunch of different training systems that were originally not designed or procured to ever work with each other.

1. Identify current configuration of field equipment increase perform

2. Improve product design and engineering change execution

3. Reduce operations and process variability

4. Create digital record of parts to assign tracking requirements

5. Reduce overall time/cost to field new product

6. Recognise long-lead-time components and impact to supply chain

7. Locate products in the field ready for upgrade

8. Improve time, efficiency and cost to service product

9. Predict and detect quality trend defects sooner

10. Determine when quality issue started


Top 10 Best Practice Model Steps for Simulating Equipment Status Updates in Systems Product Design/Service
 
Simulation Models are essential to giving orders directed at deploying complex interdependent systems and to communicate among team members and stakeholders.

Simulation provides a means to explore concepts, system characteristics and alternatives; open up the multi-agent trade space; facilitate informed decisions and assess overall system performance.

Must leverage collaborative innovation of numerous participants across multi-agent enterprise, permitting shared risk, maximised reuse of assets and reduced total ownership costs.

Combination of open systems architecture and an open multi-agent model permits acquisition of modular and interoperable system, allowing for system elements to be added/modified and replaced over duration of mobile exercises.

Modular open architecture includes updating key interfaces within the system and relevant design disclosure. Key enabler is adoption of an open multi-agent model requires doing mission status updates in a transparent way.

Smart to allow for system elements removal and/or support by different groups throughout the duration of exercise so afford opportunities for enhanced competition and innovation.

1. Demonstrate critical tech close to final form, fit and function within ops scenario

2. Complete system functional requirements review

3. Carry out system design review before system development start

4. Constrain system development phase to best estimates of future target date

5. Release design drawings to build simulation and test system-level integrated prototype

6. Establish reliability growth estimates and identify critical simulation processes

7. Identify key product characteristics and detect system faults and effects

8. Conduct producibility assessments to identify simulation tech risks

9. Make sure simulation meets cost, schedule and quality targets

10. Test simulation -representative prototype in intended scenario


Top 10 Elements of Marine Tactical Decision Kits Predict 3D Printed Parts Operational Scenarios to Build Effective Training Events

For deployed units, the ability to print parts on the go reduces the time it takes to secure new replacement parts and it also saves on the amount of gear the unit needs to take on deployment. For the operational crews, most importantly, 3D printing saves on lost training time and scrubbed operational sorties.

“While afloat, our motto is, ‘Fix it forward.” “3-D printing is a great tool to make that happen. Marines can now bring that capability to bear exactly where it’s needed most—on a forward-deployed MEU.”

1. Rapid decision-making

“The ability to think critically, innovate smartly, and adapt to complex scenarios and adaptive adversaries has always been the key factor we rely on to win in any place.”

2. Competition results in solid tactics

“We will promote experimentation of new concepts and capabilities during scheduled training events in order to test, fail, adjust, learn, and advance our capabilities.” “We will continue efforts to decrease centralised proscribed training requirements to accomplish mission essential tasks.

3. Force-on-force: a thinking adversary

“We will emphasise and increase opportunities to conduct force-on-force evolutions and operations within degraded scenarios in our training in order to challenge our Marines against a “thinking adversary” and maximise realism.”

4. Training decisiveness in any scenario

“While the means and methods we use to conduct operations will always be changing, we must always be prepared for combat.”

5. Immediate review & feedback

“We will continue striving to do what we do today better, but also be willing to consider how these same tasks might be done differently.”

6. Leveraging cross-function strengths

“Consist of a highly trained and educated force operating the most modern and technologically advanced equipment available…”

7. Create an training stage where Marines can enhancing decision-making and cohesion
.
With less than 30% of time spent training in the field, Tactical Decision Kits concentrates rapid decisions with immediate feedback in garrison.

8. What the Tactical Decision Kits System Does

Interactive system allows users to create and execute in-depth, customisable systems that show second and third order effects of decisions, as well as being capable of preparing debriefs, or digital Sand Table Exercises, among other uses.

9. Virtual Battlespace

A first person shooter that places the Marine in up to squad- and platoon-level force-on-force scenarios where Troops are  forced to think tactically, make decisions and communicate to Troops subordinates as well as his adjacent unit in a complex, competitive scenario utilising a range of supporting assets.

10. Augmented reality

This system allows Marines to use live Indirect Fire assets and real life Close Air Support while manoeuvreing digital generated troops, enabling the user to physically see both real impacts on the deck with a manoeuver element all in one picture. They are also capable of using a real life manoeuvre element with digital-generated Indirect Fire assets and real life Close Air Support capabilities

 
Top 10 Build Principles Make “Digital Twin” Select Decision by Authority Functions of Agent/Machine Option Levels Activities

1. Manual Build

Agent performs all tasks including monitoring the state of the machine, generating performance options, selecting decision making option to perform and physically implements it.

2. Action Support Build

At this level, the machine assists with performance of the selected action, although some agent control actions are required.

3. Batch Processing Build

Although agent generates and selects the options to be performed, then options are turned over to the machine to be carried out automatically, primarily in terms of physical implementation of tasks.

4. Shared Control Build

Both agent and machine generate possible decision options with agent retention of full control over the selection of which option to implement, but carrying out the actions is shared between the agent and machine.

5. Decision Support Build

Machine generates a list of decision options, which agent can select from, or generate own options, when selected turned over to the action model to implement. This level is representative of many expert systems or decision support systems that provide option guidance, which agent may use or ignore in performing a task. This level is indicative of a decision support system capable of also carrying out tasks, while previous shared control level is indicative of one that is not.

6. Blended Decisions Build

At this level, machine generates a list of decision options, which it selects from and carries out if agent consents. Agent may approve of the machine selected option or select one from among those generated by machine or agent then action carried out by machine. Representative of high-level decision support system capable of selecting among alternatives as well as implementing the selected option.

7. Rigid System Build

This level is representative of a machine that presents only a limited set of actions to agent selecting from among this set. Agent cannot generate any other options so machine is rigid in allowing agent little discretion over options and fully implements selected actions.

8. Automated Decisions Build

At this level, machine selects the best option to implement and carries out that action, based upon a list it generates augmented by alternatives suggested by agent so decision making is automated in addition to the generation of options-- as with decision support systems

9. Supervisor Control Build

At this level, machine generates options, selects the option to implement and carries out that action with agent mainly monitors action and intervenes if necessary so role is to make different option selection from those generated by machine-- example of typical supervisory control system in which agent monitoring and intervention is expected in conjunction with a highly automated system.

10. Full Automation Build

At this level, machine carries out all actions with agent completely out of the control loop and cannot intervene-- representative of a fully automated system where agent processing is not required
 

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Top 50 Models/Simulation Tools Utilised by Multiple Functional Areas During System Service Life

6/1/2018

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Models, simulations and metrics must be developed in well-defined and controlled engineering work space to support programme reuse of information across acquisition life phases or for reuse and repurposing in product support efforts.

Models, simulations and metrics must be integrated and controlled to ensure that the products maintain consistency with the system and external programme dependencies, provide a comprehensive view of the programme and increase efficiency and confidence throughout the product service life.

Models and simulations provide:

1. Efficient communication among stakeholders about relationships between system requirements set and the system being developed

2. Precise engineering metrics and traceability of designs to requirements

3. Exploration of system design element alternatives to support early identification of viable system change request solutions

4. Alternative solutions for building prototypes and enabling cost savings

5. Improved capability to address defects and failures at all levels for enhanced of the system.

6. Assigned engineering and design trade-off assessment studies

7. Support for early interface and interoperability testing

8. Greater efficiencies in design and simulation capabilities

9. Reduction in time and cost of iterative build/test/fix cycles

10. Insight into program cost, schedule, performance and supportability risk
 

Top 10 Modular Open Systems Approach Defined as Acquisition/Design Strategy

Modular Open Systems Approach consists of technical architecture adopts open standards and supports a modular, loosely coupled and highly cohesive system structure.

Modular open architecture is not an end result sought by the warfighter or end-item user; it is an approach to system design that can enable additional characteristics in the end item.

Modular open architecture benefits programme directorate by using general set of principles to help address system complexity by breaking up complex systems into discrete pieces.
Primary benefits of Modular open architecture include:

1. Increased interoperability and incremental approach to capabilities

2. Facilitation of technology refresh/interchange

3. Reduced support and sustainment costs without sacrificing capability

4. Enhanced competition/innovation and reduced reliance on single-source vendors ie, Vendor Lock

5. Shortened programme acquisition timeline for fielding

6. Enhanced rapid and agile product development

7. Accelerated transition from science and technology into acquisition/training due to modular insertion

8. Increased ability and flexibility to retrofit/upgrade system elements for new/changing capability
9. Enhanced ability to create security structures within design to reduce operation risk

10. Reduced operator learning curves by using systems with similar functions and mode of operations to reduce costs


Top 10 Performance Parameters Include Determination of Objective/Threshold Value Assess if Target Met in System Demo

According to Engineering Capability Maturity Model Integration for Acquisition an appropriate requirements process involves establishing an agreed-upon set of requirements, ensuring traceability between requirements and work products, and assigning teams for any changes to the requirements in collaboration with stakeholders.

Likewise, an effective risk assessment process identifies potential problems before they occur, so that risk-handling activities may be planned and invoked, as needed, across the life of the project in order to mitigate the potential for adverse impacts.

Leading requirements assessment practices help organisations to better assign teams to execute the design, development, and delivery of systems within established cost and schedule time frames. These practices include :
1. Developing an understanding with the requirements providers of the meaning of the requirements

2. Obtaining commitment to requirements from project participants

3. Establishing Teams assess changes to requirements as they evolve during the project

4. Maintaining bidirectional traceability among requirements and work

5. Ensuring that project plans and work products remain aligned with requirements

6. Defining parameters used to assess/categorise source of risks and to control the risk team effort

7. Establishing and maintaining the strategy to be used for risk assessments

8. Evaluating and categorising each identified risk using defined risk categories and parameters, and determining its relative priority

9. Developing risk mitigation plans in accordance with the risk team strategy

10. Monitoring the status of each risk periodically and implementing the risk mitigation plan as appropriate.


Top 10 Contract Job Site Tasks Feature Capable Work Breakdown Service Structures Result from System Procurements

Task procedures and consistency of performance evaluations are issues to be resolved before solicitation release, or at least before contract award. After contract award, at each milestone point between programme procurement phases, Contract work orders provide framework for delineating multiple areas of responsibility to include/require attention include funding status, schedules, future contract performance & integrating total programme requirements.

1. Create and track buys with full-feature purchase order system

2. Build “parts list” for like-make/models as parts are charged out

3. Assess full-feature work orders with multiple operations/technicians

4. Transfer parts inventory between connected locations

5. Suspend repair scheduling for “out of service” models

6. Value inventory at average cost with user-defined fields

7. Respond in time to work order tasks via “reminders” feature

8. Import supplier “lists,” such as part numbers

9. Customise individual screens & add outside repair detail to history

10. Produce order queries for unique,specialised reports
 
Top 10 Equipment Readiness Information Application Questions for Product Support Decision Assign Directorate Capability Execution

 
Must enable communication between stakeholder through well-defined interfaces so Modular open architecture is broadly defined and inclusive of a variety of tools and practices.

1. How long have you been using the application to improve design efforts so information system processes are available & consistent?

2. When accessed how much time do you spend in application on efforts to make user support tech information timely & accurate?

3. Do you still need to make local reports with the application to reduce unnecessary duplication of information collection requirements generation?

4. Would you say the application cuts down time & effort to maintain, use & disseminate information?

5. What application features do you routinely use to improve personnel productivity by making use of communications updates between information units?

6. How often do you access application to achieve efficient use of automated information collection systems?

7. What reports do you routinely use to coordinate information policy/programmes with collection requirements definition efforts?

8. How are you using application during deployments to establish accountability for resources designated for assignment to information systems?

9. How would you rate use/access of application in field to foster information sharing & make compatible with systems from other Services?

10. Have you ever used application to brief from site to ensure information policies are consistent with changes in unit requirements?

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