1. Analysis, Modeling & Simulation Joe Adamo Department Head - Operations Analysis Joyce Wheeler Manager – Operations Analysis This document does not contain technical data as defined in the International Traffic in Arms Regulations (22 CFR 120.10) or the Export Arms Regulations (15 CFR 779.1).

2. Agenda Intro to Operations Analysis What is Analysis, Modeling, and Simulation (AM&S)? Case Studies Summary Questions & Discussion

3. Operations Analysis Operations Analysis is the analytical arm of the Systems Engineering discipline. It is the discipline of applying advanced analytical techniques and processes to provide information for better decision making.

4. Who Does Operations Analysis? Operations Analysts come from a variety of disciplines Aeronautical Engineering Mechanical Engineering Electrical Engineering Computer Science and Engineering Mathematics, Physics Operations Research Key Traits are Analytical Skills, Problem-Solving Capability, and Communication Skills Degree Masters 53% BS/BA 42% PhD 5% Approximately 600 Operations Analysts in Boeing IDS

5. What Do Operations Analysts Do? The Realm of Designers – Measures of Performance Range Speed Payload The Realm of Ops Analysts – Measures of Effectiveness Survivability Number of Targets Detected Lethality – Number of Targets Destroyed Number of Information Packets Sent/Received and Cost/Affordability Ops Analysts Work with the Design Team to Ensure the System Can Do Its Intended Job An Aircraft Example:

6. Tools and Methods Commonly Used Techniques Modeling and Simulation Linear and nonlinear programming Queuing and other stochastic- process models Mathematical Modeling - Nearly all of these techniques involve the construction of a model that attempts to capture the behavior of the system being studied Statistical methods Econometric methods Decision analysis

7. Analysis Modeling and Simulation Defined Analysis: Evaluating and assessing system performance, processes, and relationships to determine measures of importance such as effectiveness, performance, and reliability; typically using the results from models and simulations Modeling: Creating representations (models) of systems including their processes, behaviors, and interactions Simulation: Using (executing) models over time to investigate system performance

8. Model vs. Simulation Simulation - Execution of model over time Example: Simulating the Earths Rotation Model - Representation of the physical entity Example: Static Model of the Earth

9. Modeling and Simulation Allows the analyst to conduct trade studies and answer What if? questions Can assign values to the different model components and clarify the relationships among them Values can be altered to examine what may happen to the system under different circumstances. Inputs are modified and the model re-run to identify the best of levels for variables or combinations of design features

10. Voice of the Customer Decision Analysis Constructive Simulation Interactive Digital Simulation Virtual Environment Requirements Definition Customer Involvement Management Understanding Quick Tools Customer-approved simulations Workload Assessment Selected Controls/ Displays Pilot in the Loop Spectrum of Models and Simulations IWARS

11. Benefits of AM&S Percent Product Life Cycle Phases 10 20 30 40 50 60 70 80 90 100 0 15% Cost Expended 85% of Cost Committed 70 85 95 5 30 Brief Window of Opportunity Percent of Life-Cycle Cost Committed Percent of Program Cost Expended Concept Refinemt. Tech Develop. System Develop and Demonstration Production and Operations and Support Early Emphasis on Analysis Prevents Costly Design Changes Later in The Development Cycle

12. Demo CheapFoods Distribution Center

13. CheapFood Supermarkets has several stores in the St. Louis area. However, each is supplied from a different warehouse out of state. To cut costs, the owner of CheapFoods has decided to build a warehouse in the St. Louis area. CheapFoods Distribution Center

14. Ice Cream Meat Twinkies CheapFoods only sells three items. However, each has to travel on its own truck because of certain constraints. Requires freezer truck. Requires refrigerator truck and is perishable. Doesnt require special truck and lasts forever. Item Requirements: Supply Cost: 3x$ 2x$ 1x$ 1 2 3 Copyright©2006 Boeing. All Rights Resrved. CheapFoods Products

15. CheapFoods Territory

16. Great! Now, supply costs for the supermarkets are at a minimum. The owner can go home and buy that Ferrari hes been wanting and the operations engineer can go back to his desk. This was a VERY simplified example but it shows how a model can help provide insight into problem and identify a solution Problem Solved!

17. When Do You Use AM&S? Customer Needs Analysis Define/ Develop Concept Define Mission/ Function Requirements Define System Requirements & Concepts Perform Preliminary Definition ProductionSupport Voice of the Customer / Needs Analysis Requirements Analysis / Trade Studies Cost & Affordability Effectiveness Analysis / Trade Studies Analysis of Alternatives Advanced Supportability Impact of Technologies Competitive Assessment Create New Business Capture New Business Keep It Sold AM&S is Needed Across the Product Life Cycle Perform Detailed Definition Product Life Cycle Test & Evaluation

18. Decision Analysis Customer Needs Analysis / Requirements Definition Understand Customer Needs Operational Requirements Budget constraints Network Environment (FAA, DOD, etc.) Begin long term Customer Relationship Deriving Requirements Developing plans for product design Ensuring Customer involvement throughout product life cycle

19. Life Cycle Cost/Total Ownership Cost Design to Cost Best Value Affordability Cost-Effectiveness Trades

20. Analysis of Alternatives Work with customer to identify design, configuration, or approach alternatives Evaluate operational effectiveness of each alternative Evaluate cost considerations for each alternative Compare cost and performance for each alternative Provide customers with insight to desired options Provide justification and support for selecting the preferred alternative

21. National Air Space - Wide Delay / Capacity Analysis for BCA Flight Operations Strategy Analysis of Alternatives

22. Statement of Problem and Alternatives Quantify, in terms of reduced system delays, the benefits of the alternative airport capacity- increasing concepts Alternative 1: Navigation improvements Alternative 2: Alternative 1 plus landing system improvements Alternative 3: Alternative 2 plus Air Traffic Control (ATC) improvements

23. Modeling Approach Boeing National Flow Model (NFM) National Air Space (NAS)-wide traffic analysis for a single day Simulation with a network of queues Queues for capacitated elements Input flight schedules and capacities Output delay statistics Directly addressed delay propagation NFM Network of Queues

24. Assumptions Used Current Market Outlook-based future schedule generation capability to analyze traffic levels for y2000, 2010, 2015, and 2020 Annualized results by taking the weighted average of six representative days Assumed no airline schedule re-planning, including no flight cancellations

25. Conclusion and Recommendations Successfully supported benefits analysis comparing the relative effectiveness of the alternatives ATC improvements (associated with Alt 3) were shown to have the greatest benefit The 20-25% capacity increases of Alt 3 are magnified into a 50% reduction in delays when confronted with y2020 traffic Better

26. Benefits to Stakeholders Methodology can be used to show how capacity increases translate to end-user benefits in terms of decreased delays Methodology is more credible than alternative approaches because it considers delay propagation, airport inter-dependencies and weather conditions correlated between airports Helps direct executive-level decision making in terms of which alternatives are most cost-effective to pursue Helps BCA to price avionics products Helps influence air traffic service providers to improve system performance so Boeing can sell more airplanes Provides analytical evidence of benefits that may be used in presentations to airline customers

27. Advanced Supportability AM&S Supply Chain Management Maintenance Management Analysis Supply Management Analysis

28. NASA Cargo Processing for the Shuttle and Space Station Multi-Purpose Logistics Module (MPLM) Assembly Process

29. Statement of Problem With the elements of the International Space Station being delivered to Earth orbit, Multiple cargo missions were needed NASA experienced complex delays and problems in loading the MPLM and processing cargo for the Shuttle missions Needed to find the problem areas and test potential solutions

30. Potential Alternative Solutions Current process had not yet impacted a Shuttle launch date Excessive overtime and last minute heroics to meet schedule Either continue current process or find alternative Complete re-write of current procedures and processes at high cost Determine problem areas and test solutions

31. Modeling Approach Developed model to replicate current processes including current delay factors Used Monte Carlo to replicate process performance ranges Showed sensitivity of each process step to change and effect on overall process efficiency Tested potential changes in process and formulated course of action for correction

32. Conclusion and Recommendations Determined a 60% increase in efficiency to meet established schedules was possible Identified process areas to target and tested possible solutions Replicated new process changes Recommended four significant changes in cargo processing – low cost with high return Increased Efficiency Led to Boeing Win on Renewal of Cargo Processing Contract at Kennedy Space Center

33. Advanced Supportability AM&S Benefits Help identify, evaluate and integrate new technologies to aid support concepts Identify candidate new support options to improve response time and reduce cost Explore Sustainment options early Identify required spares and staging requirements Experiment with and predict support requirements Ensure support options are well explored Demonstrate to customer benefits of support plan

34. Test & Evaluation (T&E): Virtual Integrated Simulation Network Concept of Operations Systems-of-Systems Operators Interoperability Tactical S&R/C2/BM\ Linked to FCS Joint Virtual Battlescape Level 3: Operational Level BIC BIC FAA Advanced NCO Command & Control BMC4ISR Operators Interoperability Level 2: Tactical Level VWC Level 1: Systems Level Flight Sim., Mesa, ITDL,VWC Huntsville, Philadelphia, CoS Level 1: Systems Level Flight Sim., Mesa, ITDL,VWC Huntsville, Philadelphia, CoS Operators AWACS Canard Rotor Wing Space Based Radar / Space Assets Unmanned Combat Air Vehicle / UAV

35. Virtual T&E Benefits Work with customer to anticipate problems with design parameters Verify that detailed design meets customer requirements Understand sensitivity to performance and cost Anticipate problems before flight test Predict Test & Evaluation performance Minimize live test through virtual T & E and reduce overall test and evaluation cost F/A-18 Saved 155 Test Flights through Judicious Use of Virtual T&E

36. Production Design AM&S Paint Prep Facility Layout Graphite Lay-up Production Area Process Simulation

37. Anticipate and correct Producibility problems Model production flow Identify bottlenecks Identify recommended changes to production line Experiment with production improvements without interfering with current production schedule GP42656027.ppt Production Design AM&S Benefits This document does not contain technical data as defined in the International Traffic in Arms Regulations (22 CFR 120.10) per 125.4(b)(13) or the Export Arms Regulations (15 CFR 779.1) APPROVED FOR PUBLIC RELEASE 12/13/2004

38. AM&S Summary

39. Benefits of AM&S Economical method of testing a broad array of What Ifs Provides information to help balance Performance and Cost Enables the demonstration of baseline capabilities under a wide variety of environments/scenarios Provides the customer a consistent and transparent basis for your decisions Strengthens the customers perception of how decision are made at Boeing

40. Competitive Advantage AM&S provides an early understanding of system capabilities, performance, and effectiveness AM&S provides information as to which design features or system capabilities buy their way on to the system - Cost as an Independent Variable (CAIV) Simulation allows head to head comparison of competitive designs before downselect Simulation provides the customer with the opportunity to experience how the product will perform AM&S Allows the Customer to See How the System Will Perform

41. Questions?

42. Contact Info Joe Adamo 314-233-2688 Joseph.a.adamo@boeing.com Joyce Wheeler314-232-9322 Joyce.a.wheeler@boeing.com