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In The Spotlight Healthcare Assistance Career Path Super Hercules
Employees are recognized for innovation, Corporation looks at ways to apply traditional Diverse career experiences help director First C-130J Super Hercules
leadership and technical excellence. engineering capabilities to healthcare. on Orion space program address challenges. aircraft for India near completion.
2 3 6 7
July 2010
Volume 16, No. 7
Into The Gulf
Programs provide range of services in oil spill crisis
For most Lockheed Martin employ- Team during environmental emergen-
ees, the explosion that rocked British cies. Although his team has provided the
Petroleum’s Deepwater Horizon off- most visible support among Lockheed
shore oil drilling rig on April 20 was a Martin programs, other IS&GS employ-
tragic yet distant event. ees also have been assisting the EPA
But for a group of employees who during the crisis.
assist the U.S. Environmental Protection At the same time, Lockheed Martin
Agency (EPA) in emergency response aircraft, including C-130’s and P-3’s, have
and environmental threat situations, the been deployed to the Gulf region by the
escalating disaster caused by crude oil Air Force, Coast Guard and other govern-
spewing into the Gulf of Mexico quickly ment customers to perform a variety of
became more than a news headline. tasks, such as monitoring, mapping and
“We got a call from EPA dispersant spraying.
within days of when the platform Throughout the effort, Lockheed
fire occurred,” reports Dennis Miller, Martin employees have been recognized
a program manager at Lockheed for their contributions in a wide range of
Martin Information Systems & Global roles. IS&GS senior network engineer
Solutions. “We immediately mobilized Lawrence Walker, for example, devel-
equipment and people from Nevada, oped a solution to a critical networking Lockheed Martin Environmental Engineer Joe Brandine
processes an oil sample collected aboard a U.S.
New Jersey and North Carolina.” issue involving two C-130’s that arrived
Coast Guard vessel. Brandine is part of the Scientific,
Miller manages the Scientific, from the Air Force Reserve Command’s Engineering, Response & Analytical Services (SERAS)
Engineering, Response & Analytical 910th Airlift Wing at Youngstown, Ohio, Program, which supports the EPA’s Environmental
Services (SERAS) Program, which sup- as part of the cleanup mission. Response Team during environmental emergencies.
ports the EPA’s Environmental Response See Oil Spill p. 5
More Bangs Per Buck When developing the ideal munitions for fighting today’s
enemies, bigger is decidedly not better.
Faced with “irregular” threats ranging from insur-
Today’s threats require a smaller, lighter, cheaper munitions solution
gents in urban neighborhoods to “shoot-and-scoot” enemies
on land or water, U.S. military forces and their allies need
small munitions that can destroy targets with minimal col-
lateral damage. And they need those weapons to be low-
cost, mission-flexible, and precise.
To meet these requirements, Lockheed Martin has
extended its family of munitions to include several small
missiles and guided bombs that address a variety of opera-
tional requirements. Ranging from about 2 to 4.25 inches in
diameter and weighing from 10 to 100 pounds, the muni-
tions leverage existing products to deliver greater overall
effectiveness for less cost.
“It’s a different environment today economically,
politically and operationally,” says Steve Farrow, direc-
tor of strike weapons business development at Lockheed
Martin Missiles and Fire Control (MFC). “It takes more
outside-the-box thinking to provide warfighters with the
tools they need.”
Three of the new munitions that illustrate the smaller,
The 2.75-inch diameter DAGR missile is ideally suited for helicopters, although it can also be deployed on
lighter, cheaper attributes are Scorpion, Scalpel and
unmanned aerial vehicles or fighter jets. See Missiles p. 4
IN THE SPOTLIGHT
The following have been recognized for innovation, leadership, and technical excellence.
Orion Team Members Earn
NASA Recognition Awards
Lockheed Martin employees were honored for their
significant contributions to human space flight during
two NASA Spaceflight Awareness recognition events
held in June.
Members of NASA’s astronaut corps presented
the Silver Snoopy Awards to 12 Lockheed Martin
employees from Space Systems and Information Systems
& Global Solutions (IS&GS) during a ceremony held
at Johnson Space Center (JSC) in Houston, Texas. The
employees were recognized for their significant contribu-
tions to the Orion crew exploration vehicle project.
Recipients included Peter Munoz, Todd
Sullivan and Thomas Warner, from Space Systems
in Denver, Colo.; Stephen Fergason from Space
Systems in Littleton, Colo.; Paige Carr, Matthew
Carter, Razvan Gaza, Fredrik Rehnmark, Brian
Tichenor, Viet Truong-Cao and Michael Ross
Wells from IS&GS in Houston, Texas; and Tammy
Spadaccini from IS&GS in Ocala, Fla.
Receiving NASA’s Silver Snoopy Awards are, from left, Michael Ross Wells, Razvan Gaza, Fredrik Rhenmark, Viet Truong-
The awards were presented by JSC Center Cao, Pete Munoz, Paige Carr, Tammy Spadaccini, Tom Warner, Stephen Fergason, Matt Carter, and Brian Tichenor.
Director Mike Coats and NASA astronauts Chris
Ferguson and Steve Frick, who noted that “these tions with Space Flight Awareness Leadership Awards The Orion program achieved several milestones
awards recognize your outstanding performance presented by NASA’s Orion Program Manager Mark this year, including the successful flight test of Orion’s
and thank you for the contributions you make to the Geyer at an employee appreciation event held at the launch abort system, completion of the Phase 1 Safety
safety of our space flight experience as well as those Michoud Assembly Facility in New Orleans, La. Review that formally acknowledged Orion met all NASA
to come.” Awards were presented to Timothy Knowles from requirements for a human-rated space flight vehicle, and
In addition to the Silver Snoopy awards, Orion Space Systems in New Orleans, La., and Carlos the final weld on the initial Orion spacecraft that will be
team members were recognized for their contribu- Ramirez, from Space Systems in Newtown, Pa. used for ground-based tests prior to flight testing.
Corporate Vice President Recognized
For Outstanding HR Leadership
Marilyn Figlar, the Corporation’s vice president of Talent and
Organizational Capability, has been recognized by the Human
Resources Leadership Awards of Greater Washington. The awards honor
HR executives for outstanding contributions in categories of leadership,
innovation, strategic alignment, corporate social responsibility, mentor-
ing and promoting ethical behavior.
Figlar won in the leadership category, which honors influence in
enhancing business performance.
As the corporate lead for Full Spectrum Leadership, Figlar sup-
ported a culture change that resulted in the Corporation’s new leadership
competency model formally introduced by Lockheed Martin Chairman
and CEO Bob Stevens at the end of 2005. The model focuses on five
key behavioral imperatives and has impacted how leaders are hired,
assessed and promoted.
“This recognition is important and well deserved,” said John
Marilyn Figlar, second from left, receives recognition for her role in instituting the Full Spectrum Lucas, HR senior vice president. “Marilyn has played an instrumental
Leadership model at Lockheed Martin. The award is presented by members of the HR Leadership
Awards Committee of Greater Washington: from left, Laura Reiff, partner of Greenberg & Taurig
role in the development of Full Spectrum Leadership and continuing to
law firm; Marilyn Figlar; Ian Herbert, attorney, Greenberg & Taurig law firm; and Jack Gocke, vice strengthen our commitment to this model as the language of leadership
president, Wells Fargo Insurance Services. at Lockheed Martin.”
New Award Recognizes Excellence In Configuration And Data Management
Eight professionals were
recently selected to receive
the 2010 Configuration and
Data Management (C&DM)
Corporate Achievement
Award. The winners were
selected from a pool of 34
nominations submitted by
C&DM managers from
across the Corporation.
These employees were
recognized on the basis of
technical excellence, positive
influence on program per-
formance, technical achieve-
ment, innovation, leadership
excellence, outstanding com-
mitment to achieving busi-
ness goals and objectives,
and proven and outstanding
At the presentation of the Configuration and Data Management Corporate Achievement Award are, from left, Cliff Meier, Melanie Brocatto, Debbie
contribution to customer Rizzo, Melissa McIntyre, Pam Price, Tim Duffy, Becky Shields and Chuck Mills.
success and satisfaction
Chuck Mills, corporate vice president of Program Management, and Cliff Meier, director of Contracts – CDM, Space Systems, and chairman of the corporate
C&DM Council, presented the awards to Melanie Brocatto, Electronic Systems Configuration Management; Tim Duffy Electronic Systems CM; Roxanne Lafferty,
Information Systems & Global Solutions (IS&GS) CM; Melissa McIntyre, Space Systems C&DM; Cori McLemore, Aerospace CM; Pam Price, Aerospace Enterprise Data
Management; Debbie Rizzo, Space Systems C&DM; and Becky Shields, IS&GS CM. ■
2
plex systems, which is exactly what
Lockheed Martin has been doing
for years in the aerospace industry,”
Szczerba says. “When the healthcare
organizations we’re working with started
to fully understand the capabilities a
systems integrator like us could bring,
the feedback was incredibly positive.”
The ICE STORM project is being
developed by engineering teams from
the Mission Systems & Sensors and
Global Training and Logistics (formerly
Simulation, Training & Support) busi-
ness units. The initial concept is focused
on developing a virtual world model of
a critical care unit, which would allow
clinicians to model various health care
delivery environments. They would be
able to run what-if scenarios to first
identify potential problems and then
design efficient and effective solutions.
One of the main problems that
healthcare organizations typically face
is dealing with multiple systems that
don’t communicate with each other. In
Here, Rob Szczerba, seated, discusses ICE STORM simulations with engineer Jamie Bishop, ICE STORM engineering lead for Mission addition, doctors, nurses and other clini-
Systems & Sensors. Szczerba a Lockheed Martin senior fellow at Corporate Engineering & Technology, is looking at ways to apply
cians often need help to get the right
traditional engineering disciplines to the bioscience and healthcare domains.
information at the right time to perform
The Right Prescription
critical tasks.
For Lockheed Martin, Szczerba
says, the ultimate goal of the initiative
Lockheed Martin aims to help hospitals reduce costs and prevent errors isn’t to develop a specific technology
product but rather to create a suite of
Have you ever glanced out of an aircraft that are exploring potential innovative other clinical environments, such as tools that help subject matter experts,
window before takeoff and noticed the new opportunities in emerging markets. operating rooms, emergency depart- in collaboration with Lockheed Martin
pilot walking around the plane with a The other two are Human Terrain and ments, or ambulatory care units. engineers, design a next-generation
checklist? The pilot was performing a Autonomous Systems. “Systems integration and high- healthcare delivery system.
visual inspection of the aircraft to con- The first initiative under the fidelity simulation reside in our DNA at “Our objective is to create human-
firm that nothing was broken, missing Systems Biology Pathfinder is called ICE Lockheed Martin,” Szczerba says. “The in-the-loop models — just like we would
or compromised. A similar process takes STORM (short for Integrated Clinical global challenges in healthcare provide for, say, an F-35 — that represent how the
place in the cockpit with the aircraft’s Environments; Systems, Training, an opportunity to apply that expertise to hospital’s team executes its clinical mis-
electronic systems. Operations, Research, and Methods), improve the quality of life for millions sion,” he says. “Then we can experiment
Checklists are simple safety pre- which is investigating ways to apply of people.” to determine which system integration,
cautions that have been around in avia- Lockheed Martin’s core capabilities to Indeed. Healthcare in the United data visualization, and procedural modifi-
tion for more than half a century, and healthcare. States alone incurs almost $1.2 trillion cations can produce better outcomes.”
they have undoubtedly saved many lives. The project is a collaboration per year in avoidable costs, according While the challenge of reduc-
Safety checklists are beginning between Lockheed Martin and the to a 2009 Price Waterhouse Cooper ing health care costs has proven to
to gain favor in yet another life-critical Center for Integration of Medicine study. Plus, 200,000 U.S. deaths result be exceptionally difficult in the past,
industry — healthcare. That’s a fact that and Innovative Technology (CIMIT), annually from preventable medical Szczerba believes the time is right for a
Rob Szczerba finds striking, and it’s one a non-profit consortium of world-class errors or infections, according to the breakthrough.
example, he believes, of how technolo- teaching hospitals and universities in the HealthGrades 2007 report. “We now have a situation where
gies, practices, and capabilities from Boston area, including Massachusetts Szczerba believes that the key the industry’s business model is chang-
the aerospace industry (such as flight General Hospital, Brigham and Women’s to making meaningful progress lies in ing to an approach where providers
simulators, smart displays, and systems Hospital, Beth Israel Deaconess Medical looking holistically at healthcare sys- are paid based on successful patient
integration laboratories) can be used to Center, Harvard Medical School, the tems and integrating data, people, and outcomes. The result is that they have a
help save lives and reduce waste in the Veteran’s Administration, Massachusetts devices more effectively. much greater incentive to reduce costs
U.S. healthcare system. Institute of Technology, Boston Healthcare providers are start- and waste while improving the quality
Szczerba, a Lockheed Martin University and several others. ing to recognize that fact, too, he says, of care. And that represents a significant
senior fellow at Corporate Engineering & CIMIT is donating space for an but they simply haven’t had the right opportunity for Lockheed Martin to
Technology, is the lead for the Systems ICE STORM demonstration center, tools to model and analyze all of the share its expertise.” ■
Biology Pathfinder effort, which is look- which initially will model an intensive complexities of care delivery and to ade-
For more information about the
ing at ways to apply traditional engineer- care unit using a combination of simu- quately test new concepts before they’re Corporate Engineering &
ing disciplines to the bioscience and lated systems and actual medical equip- introduced in a live environment. Technology ICE STORM Project,
healthcare domains. The endeavor is ment. Eventually, the same techniques “The healthcare industry is in contact communicator Thad Madden at
301-897-6833, thad.madden@lmco.com.
one of three strategic Pathfinder efforts and technologies could be applied to desperate need of integrating its com-
Virtual world representations allow modeling of various health care delivery environments. For example, at left is an intensive care unit with models of medical equipment, information
systems, and people, used to help reduce medical errors in the clinical environment. At right is a representation of multiple avatars, representing clinicians in an intensive care unit. The
avatars can be controlled by actual people or by artificial intelligence algorithms and allow development of new, efficient clinical workflows and contextual interactions between the different
entities. The virtual world is created using UltiSim, a Lockheed Martin product created by Global Training and Logistics.
3
Oil Spill
Continued from p. 1
Another employee, Sandia
National Laboratories President Tom
Hunter, was one of five experts brought
together by U.S. Energy Secretary
Steven Chu in May to discuss ideas for
capping the deepwater well and contain-
ing the spill. Lockheed Martin manages
Sandia for the Department of Energy.
The most hands-on role among
Lockheed Martin employees has
belonged to a group of about a dozen
SERAS team members. They deployed
to the Gulf in April along with two
Trace Atmospheric Gas Analyzer
(TAGA) mobile laboratories.
The TAGA mobile labs, which Leaving for the Gulf Coast in April from Youngstown Air Reserve Station in Ohio, the C-130 Hercules was deployed to perform a variety of
tasks, such as monitoring, mapping and dispersant spraying.
look like passenger buses except for
their markings, have been traversing to many high-profile disasters in the 12 operating in the region, and its role was demobilize and report on resources needed
roads along the Gulf Coast in Louisiana, years that Lockheed Martin has had the recently expanded to include water and to fight wildfires, the system’s mission
Mississippi, Alabama, and Florida. Packed contract, which until recently was the sediment sampling. was expanded to encompass natural
with sophisticated collection and analyz- Response, Engineering and Analytical Thus far, Miller reports, the TAGA disasters and human-caused incidents,
ing equipment, they have been taking air Contract, or REAC. The team was at the labs have not detected high concen- ranging from hurricanes and floods to
samples and looking for the presence of World Trade Center site after the 9/11 trations of the compounds for which disease outbreaks and biohazards.
volatile organic compounds or chemicals attack, on the Gulf Coast after Hurricane they’ve been searching, and that has The system, supported by a
associated with oil and oil dispersants. Katrina, and at two sites where anthrax helped ease at least one of the fears 35-person team in Denver, Colo., pro-
The information is then incorpo- was discovered in 2001. faced by local residents. cessed hundreds of requests for informa-
rated into digital maps that show the The team’s work during the cur- “I think that our presence in the tion and support in the first weeks of the
location of each sample and details rent disaster has been widely praised by area has been reassuring in and of itself. crisis and has continued to play a key
about when it was collected and what officials, including EPA Administrator Seeing the labs lets people know that the role in getting resources to a wide range
was found. The results are posted daily Lisa Jackson, who visited the TAGA labs air is being actively monitored and their of agencies.
on the EPA website. to see them in operation. Various other safety concerns are being addressed,” he “Our ROSS people aren’t on the
“Primarily, our team has been federal, state and local officials and legis- says, noting that the team expects to be ground in the Gulf, but their support of
going out in response to reports of lators also have toured the labs to under- in the area for an extended period. the system from a distance helps ensure
odors,” says Miller, the program man- stand their capabilities and function. Another Lockheed Martin program that the resources are being managed
ager. “Our people have been working 12- In addition to collecting and ana- that has a significant role in the emer- efficiently and effectively,” says Lynn
to 17-hour days, depending on their role.” lyzing samples on their own, the SERAS gency response is the Resource Ordering Singleton, director of Environmental
The demanding job isn’t new to team has helped facilitate the processing and Status System (ROSS). Developed Services at IS&GS.
the SERAS team, which has responded of samples collected by other groups originally to track status, order, mobilize, See Oil Spill p. 6
Missiles ment, they could endanger the civilian
population. In addition, EAPS has much
greater range than existing defenses.
Continued from p. 1
Thus far, EAPS has performed
DAGR (pronounced “dagger”), each successfully in lethality tests, and it is
of which is deployed from an aircraft currently undergoing guidance testing in
— manned or unmanned — against preparation for live field tests.
targets on the ground or water. Another To put all of EAPS’ capability into
program, Extended Area Protection such a small package, MFC engineers
and Survivability (EAPS), includes the looked at advanced technologies and
Miniature Hit-to-Kill interceptor that miniaturization techniques in a number
protects troops on the ground, but could of industries, says Chris Murphy, MFC’s
be adapted as a strike weapon. business development manager for
Advanced Air Defense and EAPS.
EAPS “We have a unique group of engi-
neers here led by Dr. Wayne Schroeder
The smallest of the MFC’s diminutive called the advanced systems design syn-
new munitions is the EAPS missile, dicate, which is kind of like the Skunk
which is just over 2 feet long, a little Works for missiles,” he says. “They On the Extended Area Protection and Survivability (EAPS) program, a group of engineers
more than 1.5 inches in diameter, and went out and looked at a lot of cellular called the Advanced Systems Design Syndicate are shown in the laboratory used for
simulating the properties of missile flight. In the bottom row, from left, are Joel Johnson,
weighs about 5 pounds. It’s currently and mobile technology, along with some Chris Rahnke, Ray Patel, David Tate, Aaron Cain and Bruce Lee. Middle row, from left, are
being developed under a U.S. Army medical imaging photonics technology, Michael Zamarron, Kurt Schuder, Alan Phillips, Wayne Schroeder, Hank Steadman, Allan
science and technology contract, along and from that developed a proprietary Baker, Ashley Taylor and Huan Le. Top row, from left, are Mike Worthey, John Banks, Scott
with a competing system. receiver for the missile.” Paynter, James Arnott and J. D. Thompson.
EAPS is designed to replace While the current application for Hellfire missile program, DAGR offers celled, DAGR includes before-launch
1960’s technology for protecting ground EAPS is force protection, Murphy says many of Hellfire’s capabilities in a smaller, lock-on capability. The MFC team
forces from rocket artillery and mortar MFC and the Army are already look- lower-cost package. It weighs about 30 believes that’s essential in minimiz-
fire. Currently, troops rely on high-cali- ing at adapting the missile for adjacent pounds, which is less than a third of ing collateral damage, which is vital in
ber guns that fire hundreds of rounds in purposes. With a modified seeker and Hellfire’s weight, and is also about a third urban combat.
the hope that a few will hit the incoming installation of a warhead, the missile of the cost. The rocket comes in a four- Another differentiator for DAGR
rockets, artillery and mortars. could be deployed on a variety of air- pack container that mounts on the same is its guidance system. Unlike APKWS,
EAPS, by contrast, is designed to craft, provide platform protection, and launchers used by Hellfire, and it employs DAGR can adjust its course to hit offset
fire one round to defeat each incoming even be carried by individual soldiers. the same fire control system as Hellfire. targets.
threat. It leverages technology and algo- “From a firing standpoint, it’s “With DAGR, the operator has
rithms developed for interceptors designed DAGR transparent to the operator whether it’s a the ability to communicate direction to
to defeat larger missile threats, yet it packs DAGR or a Hellfire,” says Mike Dowty, the rocket and shoot off-axis,” Dowty
up to 135 rounds into a single launcher. Next up on the size scale is DAGR, a MFC’s business development manager explains. “The nose of the aircraft
A huge benefit of the system is 2.75-inch diameter missile that is ideally for DAGR. doesn’t have to be pointed at the target,
that it eliminates collateral damage from suited for helicopters, although it can MFC began developing DAGR which greatly increases the engagement
the hundreds of rounds that miss incom- also be deployed on unmanned aerial with internal funding in 2006. In con- envelope.”
ing rounds during a saturation attack. vehicles (UAVs) or fighter jets. trast to the Army’s Advanced Precision Although DAGR has been fired
Those rounds all strike something Leveraging much of the technol- Kill Weapons System (APKWS), which from four different rotary-wing plat-
eventually, and in an urban environ- ogy developed for the highly successful has twice been competed and twice can- forms and is 12-for-12 in flight tests, the
4
Healthy Competition
Employees walk for fitness with LM HealthWorks Corporate Challenge
Stephen Aiken got the fitness bug this to walk more, and the Corporate And Aiken was certainly up for Instead of riding the golf cart around
year, and it started with a program the Challenge structure and team camaraderie the challenge. He donned his pedometer the plant, he started walking to the labs,
Corporation rolled out. In January, Aiken, helped him to significantly increase every morning and found ways to work administrative buildings, machine shops
a laser research scientist at Missiles and his activity level and commitment to in thousands of extra steps. Before his and receiving docks around the facility
Fire Control (MFC) in Orlando, Fla., exercise. “The combination of poten- long daily commute, he awoke at 5 a.m. – some 15 minutes apart.
signed up for Virgin HealthMiles (VHM), tially winning prizes and helping out a to exercise. When the Florida heat and “When I do something, I really
a free physical tracking tool sponsored by team was all it took for me to get more humidity kicked in, he hopped on the dive into it 100 percent,” Aiken said.
LM HealthWorks. active,” Aiken said. treadmill in his air-conditioned home. See Health p. 6
This spring, Aiken took involve-
ment in VHM one step further when he
joined the inaugural Lockheed Martin
Corporate Challenge and became a
leader of a team with six co-workers.
In doing so, Aiken joined more
than 14,000 employees from across
the Corporation who signed up for the
Corporate Challenge, which was held
April 22 – May 20. Lockheed Martin
partners with VHM to offer a free
pedometer and physical activity tracking
tool for employees. Participants can use
the VHM website to monitor their prog-
ress and receive HealthMiles, which are
special points earned for doing a variety
of activities. The site also lets employees
manage health and fitness data in one
place, and offers articles and video on the
latest health and fitness topics.
The Lockheed Martin Corporate
Challenge came along at just the right
time for Aiken. As with many people, he
had a strong desire to lose weight and to
get fit, but was struggling to find time to
exercise. When he heard about the pro-
gram, he enrolled online.
Joining thousands of other Lockheed Martin employees, this team from Missiles and Fire Control in Orlando, Fla., competed in the
Soon after, he found that simply inaugural Corporate Challenge, an LM HealthWorks initiative that supported better health and included some friendly competition
wearing the pedometer motivated him along the way. From left are Bryan Gundrum, Gordon Aiken, Karri Vasara (in front), Steve Aiken, Karen Kelleher and Joyce Kephart.
current procurement environment has But how does the warfighter know Lockheed Martin Aeronautics for includ- The weapon is based on the Paveway II
prevented it from landing a production which weapon configuration to carry ing it on the F-35 Joint Strike Fighter. Enhanced Laser Guided Training Round
contract from the U.S. Department of on a given sortie? Scorpion’s small size Developed with internal fund- (E-LGTR), which MFC supplies to the
Defense. More promising, Dowty says, makes the question moot, says Chris ing, Scorpion is capturing customer Navy for use on fixed-wing aircraft.
are international customers. Rohe, strike weapons business develop- attention on several fronts. The MFC Because Scalpel deploys just like
“There are a large number of ment manager at MFC. team recently completed a successful an E-LGTR, it can transition seam-
overseas customers who have requested “You can load out approximately drop demonstration, and it has landed lessly into the Navy’s arsenal. Weighing
DAGR’s capabilities,” he says. “It’s 30 to 40 Scorpions on a Reaper UAV a subcontract with General Atomics to about 100 pounds, it can be used against
kind of the reverse of traditional pro- (unmanned aerial vehicle), so you can provide the munition for a system that targets that don’t require the explosive
curement programs, which start out in carry all of the various permutations targets lightly armored moving vehicles. force of a 500-pound laser-guided bomb.
the U.S. and are then made available to you would need for a variety of situa- Meanwhile, the Navy also is eying Plus, at a fraction of the cost of an LGB,
overseas customers.” tions,” Rohe explains. “The weapon is Scorpion as an option for use against it eliminates the imbalance of using an
effective against structures, personnel, small craft in shallow water or even expensive weapon to take out a low-
Scorpion lightly armored vehicles, trucks, cars, pirate vessels. value target.
missile launchers, and artillery or gun The Navy recently informed MFC
In addition to small missiles, MFC is positions.” Scalpel that it intended to purchase six Scalpels
also developing lightweight guided Scorpion, which can be deployed for testing over the next year. “The
munitions, one of which is Scorpion. from existing tube launchers as well as the Like Scorpion and DAGR, Scalpel is really nice thing about Scalpel is that we
Weighing less than 30 pounds and launch system used by Hellfire, was envi- an excellent example of how MFC has already have a production line in place
with a diameter of 4.25 inches, Scorpion sioned initially for use on unmanned plat- taken existing weapons technology and that can be modified quickly to produce
is a glide weapon that uses many off-the- forms, but planning is now underway with adapted it to meet new requirements. the weapon as soon as we get a con-
shelf components to provide affordability tract,” says MFC’s Farrow.
and a wide range of configuration options. Each of the smaller weapons being
In its most basic form, it has a developed by MFC has specific advan-
semi-active laser guidance system, tages and attributes, but they all address
which directs the weapon to a target customers’ need for munitions designed to
that has been designated by the aircraft meet the emerging set of irregular threats.
operator or troops on the ground. The “We’re not talking about sophis-
weapon can also be configured with ticated new technology,” Farrow says.
imaging infrared or millimeter wave “For the most part, we’re taking exist-
seekers, which allow it to operate in ing technologies and applying them in
adverse weather conditions. new ways to give our warfighters the
The seekers make Scorpion weapons they need to defeat today’s
accurate to within one meter, which, challenges.” ■
along with a range of warhead options,
greatly reduces collateral damage to For more information about the
civilians, residences and public build- Extended Area Protection and
ings that enemy combatants often use as Survivability system, contact Chris
Murphy at 972-207-6508, chris.murphy@
shields. Warheads can weigh 10 to 17
lmco.com; about Scorpion and Scalpel,
pounds and can be designed to explode contact Steve Farrow at 407-356-3740,
at various heights above the target or to Scalpel is a precise, small-weapon system based on the Paveway II Enhanced Laser steve.farrow@lmco.com; and about DAGR,
Guided Training Round, which is supplied to the U.S. Navy for use on fixed-wing aircraft.
penetrate structures and explode inside, Weighing about 100 pounds, Scalpel can be used against targets that don’t require the
contact Mike Dowty at 407-356-3831,
mike.dowty@lmco.com.
depending on the nature of the target. explosive force of a 500-pound laser-guided bomb
5
CAREER PATH
Entrepreneurial Instinct
Varied experiences prepare Space Systems manager for challenges
When the Obama Administration proposed a NASA
budget in February that would have canceled develop-
ment of the Orion crew exploration vehicle, program
team members at Lockheed Martin Space Systems
were faced with a difficult question: What next?
For the team’s business operations director, Buck
McKeon, the answers could be found in diverse career
experiences in industries ranging from western cloth-
ing to home furnishings.
“My entrepreneurial side said, ‘Wait a minute,
there’s an opportunity here,’” McKeon says. “There are
many missions that Orion can do, and our affordability
initiatives will help us keep the program sold.”
His instinct was right. Within two months, a
new future for the program had already taken shape.
President Obama announced that Orion would con-
tinue, at the very least, as an escape vehicle for crew
members from the International Space Station.
McKeon believes other potential missions will
emerge as well. The key, his experience tells him, will
be listening — to experts, to leaders and, most of all,
to customers. He’s a firm believer that the information
necessary to turn any difficult situation into a positive
outcome is available to those who are willing to ask
for it and use it. Buck McKeon, business operations director on the Orion crew exploration vehicle program, is a firm believer that information
That’s something McKeon first learned while necessary to turn any difficult situation into a positive outcome is available to those willing to ask for it and use it.
growing up in Santa Clarita, Calif., where he got his
start in a family business that operated Western wear with the Corporation,” McKeon says. “I felt it would “I always make sure to do my research and ask
retail stores. After earning his degree from Brigham help me more with my career in the long run.” two or three specific questions that are relevant to the
Young University, he was hired as the controller of the Again, his instinct proved right. After the FLDP person’s experience,” he says.
company, which was facing severe financial difficulty. stint, he rose to a finance manager position on the JSF McKeon believes that having the courage to ask
He developed a proposal that resulted in the program, where he served as the integration interface for help in situations not covered by one’s experience
assets being sold to a new corporate owner, which he for multiple program and company leaders. He also and knowledge is a key attribute for career success.
joined as a finance manager. earned an MBA from Duke University. “I think it’s a mistake for managers to insulate
From there he became involved in securing From there, he came to the Lockheed Martin cor- themselves because they don’t want anybody poking
financing and managing new ventures for a variety porate organization as a senior manager on the Mergers and prodding about in their plans,” he says. “If things
of companies, all of which honed his entrepreneurial and Acquisitions team. “That job taught me about the go wrong, you’re left with only your own thoughts and
skills. industry and how to manage people who don’t work ideas. It’s much better to get advice and feedback along
“Many of the situations I was involved with for you,” says McKeon, whose next step was the key the way.”
early in my career were with companies undergoing role he now holds on the Orion program. That approach has been especially important dur-
major changes, whether they were starting new opera- Throughout his career progression, he has taken ing the recent developments on the Orion program, as the
tions or in distressed situations,” McKeon says. “My a methodical approach to reaching his goal, which is team has defined a path forward that leverages the value
early experiences helped me recognize and respond to to be the chief financial officer for one of Lockheed of the excellent development work performed to date.
threats and opportunities. That’s something that contin- Martin’s business areas. In many ways, the course that lies ahead for the
ues to be relevant in my job today.” “At the point that I realized what my goal was, I program is like the one taken by McKeon for his career.
He came to Lockheed Martin in 2002 as a cost set up a spreadsheet with the different paths for getting “First, develop a clear plan and learn as much as
analyst on the Joint Strike Fighter program, and his there,” he says. “It has a timeframe for taking up different you can,” he says. “Second, work though the different
responsibilities grew quickly. Soon he was offered a responsibilities — not title oriented but scope oriented — options to get there. And, third, be open to changes. It
significant promotion within the program, but he chose and the skills and attributes I need for each step. I then go may be that an opportunity arises you didn’t see when
instead to enter the Financial Leadership Development out and look for opportunities to develop those.” you started. ■
Program (FLDP). An important part of the process, he adds, has
“The promotion would have helped financially, been seeking advice from leaders. He has found that
Buck McKeon can be contacted at buck.mckeon@
especially since we were raising four kids, but the many leaders are willing to share their thoughts if lmco.com.
FLDP offered to give me more breadth of experience they’re asked. But be sure you’re prepared, he says.
Health reviewing the standings of close com-
petitors, and watching teams across
As for Aiken, he still wears his
pedometer, going for early-morning
Oil Spill
Continued from p. 5 the company move up or down in the runs and logging HealthMiles every Continued from p. 4
rankings. “The VHM website is a good day. He bought a heart rate monitor
“When I decided to be a team captain, I source of physical fitness information, through the HealthMiles program and Yet another group of IS&GS
felt motivated to be a leader.” activity planning and training ideas, believes he is well on his way to better employees, he adds, are compiling and
He encouraged co-workers to and a place to monitor your individual health. He also purchased a pedometer protecting the huge volume of e-mail
enroll, get their free pedometers and join progress,” Aiken said. and monitor for his wife. Even his son messages associated with the disaster
the challenge team. He motivated team Aiken’s Phat Cobra team stayed is impressed that his dad is starting to response, which could be helpful as the
members weekly, at first urging them in the top 10 during the entire challenge, work out again. catastrophic oil spill is investigated, liti-
to walk 7,000 steps a day, then 12,000. coming in eighth out of 745 teams. Aiken Aiken is now participating in chal- gated, and analyzed for lessons learned.
Some even reached 20,000 steps. He came in 400th out of 14,000 people. lenges with his entire family and even “Our people are attentive to our
also sent motivational e-mail messages Overall, employees accumu- his boss. “Now that I’m here, I don’t customers’ needs 365 days a year,”
like “Keep on keeping on.” When a lated nearly 20 million HealthMiles in want to go backward. I’ve lost weight Singleton says. “But disasters like the
“HealthMiles up for grabs!” promotion the first Lockheed Martin Corporate and feel better,” he says. Gulf oil spill require an even greater
appeared on the challenge site, he urged Challenge. Any player who earned 1,500 Would he do the next Corporate level of commitment. We’re proud to be
teammates to get the extra points by HealthMiles or more was entered into Challenge? “Absolutely.” ■ able to serve the nation during this criti-
entering their measurements and logging a raffle drawing, and the number of cal time.” ■
activities in their activity journals. HealthMiles individuals earned was used Join the employees enrolled in VHM
Aiken found that visiting the to determine the tier they reached for
at www.virginhealthmiles.com/
lockheedmartin and sign up to For more information about IS&GS
challenge website made it fun – watch- prize eligibility. In the end, 125 partici- receive a free pedometer. You can assistance during the Gulf oil spill
ing tracking logs to see the number pants were randomly chosen to win prizes participate any time, and create your own crisis, contact Lynn Singleton at
of steps his team members achieved, such as WiiFit Bundles and Apple iPods. personal challenge or recruit co-workers. 301-519-5837, lynn.r.singleton@lmco.com.
6
ETHICS AND BUSINESS CONDUCT
Pressure Points a written reprimand, were required to
complete the labor charging compli-
ance training course, and were reminded
Resolution and Lessons Learned
The customer was informed of the prob-
lem and the company replaced the mem-
Ethics cases highlight work-related stresses that budget pressure does not justify ory chips in the deployed computers.
mischarging. The employee who raised Although the procurement employee did
Lockheed Martin employees can con- manager sent an e-mail instructing the issue was commended for doing the not intentionally substitute a product, he
tact the Office of Ethics and Business employees to charge their overhead right thing and speaking up. was counseled on the need to pay closer
Conduct to allege wrongdoing or to tasks directly to contracts. The man- attention to product specifications and
request guidance on ethical issues. ager explained that he was following Case Issues: Schedule ensure contractual requirements are met.
Following are summaries of case inves- the labor charging practices used at a Pressure, Procurement, The employee explained that he felt
tigations wherein pressure to deliver previous employer. Several employees Product Substitution rushed to procure the computers based
results was a significant factor. interviewed stated that they had told the on the aggressive delivery schedules;
“We all have to perform to dead- manager that charging indirect labor as Background he was counseled that this was not an
lines, budgets and deliverables – all are direct would be mischarging. The man- An employee allegedly procured com- acceptable excuse.
critical to our success and some can ager replied, “Don’t worry about it.” puters with insufficient internal memory
be more challenging than others,” said Also, the manager continually that did not meet contractual require- Case Issues: Schedule
Alice Eldridge, vice president, Ethics and put pressure on employees to limit the ments. These computers were then Pressure, Procurement,
Business Conduct. “Our company value amount of overhead expenditures, such deployed to customer sites. Software Licensing
of ‘perform with excellence’ means we as travel costs. However, when he was
set and strive to achieve high performance on travel, the manager stayed in hotels Issue Background
standards. At the same time, pressure that were double the per diem amount Did the employee create a product sub- An employee alleged that an engineer
to deliver results is never an acceptable for that location. stitution issue? violated a software licensing agreement
excuse to cut corners or to treat our fellow Lastly, employees interviewed by using a trial version of the software
employees disrespectfully. stated that the manager frequently yelled, Investigation Findings on actual engineering work.
“Remember our other two com- was rude, talked down to them with others Program management for a contract
pany values – ‘do what’s right’ and present, did not listen, and blamed others was being pressured by the customer to Issue
‘respect others.’ Work-related pressure for his own poor decisions. meet delivery schedules for a system that Did the engineer violate procurement rules
will never totally go away, but how we included a network of computers. The and the software licensing agreement?
deal with it reflects our character and Resolution and Lessons Learned contract specified the memory required for
our culture,” Eldridge said. The manager was responsible for these computers. Program management Investigation Findings
Eldridge added that employees directing employees to mischarge their emphasized to procurement the urgency of The engineer was assigned to a pro-
who are overly stressed should seek overhead labor and did not exhibit the this need, and was pressuring a procure- gram that had an urgent need for a
assistance from their management, behaviors of a full spectrum leader. The ment employee to expedite delivery. certain software package in order to
human resources, or the Employee manager’s employment was terminated. The employee placed the order meet schedule milestones. The engineer
Assistance Program. Incorrectly charged labor was applied to with a vendor, not noticing that the bypassed the procurement organiza-
The following cases involve alle- the correct overhead accounts, the cus- amount of memory specified by the tion and contacted a vendor directly,
gations that were at least partially attrib- tomer was reimbursed for the mischarged vendor was half of what was required requesting a trial version of the software
utable to program pressures. amount, and the Inspector General was contractually. The computers were deliv- and promising that the company would
notified in accordance with the Federal ered and installed at the customer sites eventually purchase the software from
Case Issues: Overhead Acquisition Regulation requirement. with the insufficient memory capability. them. The vendor provided the trial ver-
Budgets, Charging Practices, Employees who followed the man- Software engineers noticed the discrep- sion to the engineer, who then used the
Interpersonal Skills ager’s direction to mischarge received ancy and notified their management. See Ethics p. 8
Background
A department manager allegedly
directed employees to charge their indi-
Chairman’s Ethics Award To Be Added To NOVA Program
rect labor directly to contracts. Also, the With the Chairman’s Award approaching its 10th anni- says Alice Eldridge, the Corporation’s vice president of
manager allegedly yelled at and publicly versary, the annual recognition is now being added to the Ethics and Business Conduct. “The 10th anniversary of
embarrassed department employees. Corporation’s NOVA Awards program. this award is the perfect time to make the transition.”
Called the Chairman’s Ethics Award, it honors a The NOVA awards are the Corporation’s highest
Issues Lockheed Martin employee for extraordinary actions or behav- honor and are presented annually to individuals and teams
Did mischarging occur? Was the man- ior that exemplify the Corporation’s commitment to “setting for achievement. ■
ager’s behavior inappropriate? the standard” for ethical business conduct and integrity.
For more information on the Chairman’s Ethics Award,
“The award will retain the same level of significance, contact Tara Mancinelli, tara.mancinelli@lmco.com.
Investigation Findings and with enhanced visibility at the annual NOVA event,”
The department was close to over-
running its overhead budget, and the
Lockheed Martin F-35 Navy Jet Confirms Carrier-Landing Strength Predictions
A Lockheed Martin F-35C Lightning II carrier variant
successfully completed testing in which it was dropped
from heights of more than 11 feet during a series of
simulated aircraft-carrier landings that concluded in June.
The tests validated predictions and will help confirm the
F-35C’s structural integrity for carrier operations. The
photo shows the jet, a ground-test article known as CG-1,
undergoing drop testing at Vought Aircraft Industries in
Grand Prairie, Texas. No load exceedances or structural
issues were found at any of the drop conditions, and all
drops were conducted at the maximum carrier landing
weight. The tests were used to mimic the wide range of
landing conditions expected in the fleet. Three F-35 variants
are under development – the F-35A CTOL variant to
replace U.S. Air Force F-16s and A-10s, as well as aircraft
employed by seven allied nations; the F-35B STOVL
variant to replace U.S. Marine Corps AV-8B Harriers and
F/A-18s, U.K. Royal Air Force and Royal Navy Harrier
GR.7s, GR.9s and Sea Harriers, and Italian Harriers; and
the F-35C carrier variant to replace U.S. Navy F/A-18s.
(Photo courtesy of Vought Aircraft Industries, Inc.)
7
First C-130J Super Hercules For India Near Completion
At left, the first three C-130J Super Hercules for India take the final positions on Lockheed Martin’s assembly line at Marietta, Ga., in June. Inset, the first C-130J
completes painting. The aircraft now enters flight test in preparation for delivery at the end of the year. The program for India includes six C-130Js, training
of aircrew and maintenance technicians, spare parts, and ground support and test equipment. Also included is India-unique operational equipment designed to
increase Special Operations capabilities.
Ethics established routines in requesting the
tool enhancement and that the additional
er’s “driver” personality. Occasional fric-
tion between the manufacturing manager
both organizations needed to make a
concerted effort to better work together.
Continued from p. 7 effort on the tool threatened his program and engineers assigned to the engineering Senior management from manufactur-
budget, became angry and verbally manager led to deterioration in the rela- ing and engineering met with human
software to complete various engineer- berated the engineering employee in tionship between the two organizations. resources to develop an action plan
ing tasks. front of many witnesses. Manufacturing employees to improve the working relationship
Using a trial version of the soft- believed that the engineers didn’t value between the two organizations.
ware in this manner was a violation of Resolution and Lessons Learned their input because some manufactur- Actions taken included mentoring
the software licensing agreement. The Although the engineering employee did ing employees didn’t have a college and counseling the manufacturing and
engineer’s management did not real- not follow procedure in requesting the education. Conversely, the engineers engineering managers, team-building
ize that the software was not procured tool modification, the operations man- believed that manufacturing employees exercises, skip-level meetings to discuss
according to established processes and ager did not respond appropriately to did not value the engineers’ contribu- issues, and increased communications
thought that the version being used on the situation. The manager received a tion to the overall process and wouldn’t between the two organizations. ■
the program was purchased properly. written reprimand for his behavior and listen to them because they were not the
was counseled on anger management ones building the product. The signifi-
Resolution and Lessons Learned techniques to avoid similar outbursts in cant program pressures exacerbated an Employees who observe miscon-
The engineer was suspended without the future. The engineer was counseled already difficult working relationship duct should report the situation
pay, received a written reprimand, and on following applicable procedures. between the two organizations. to their management, Human
was counseled on the use of proper pro- Resources or local Ethics officer.
curement practices. All employees are Case Issue: Program Resolution and Lessons Learned They can also call the Corporate
reminded that schedule pressure is not a Pressures, Respect Although the investigation identified no HelpLine at 800-LM-ETHIC.
valid reason to break the rules. inappropriate behavior, it was clear that
Background
Case Issue: Program A manufacturing manager alleged that an
Budgets, Interpersonal engineering manager was not treating his
Skills organization with dignity and respect. Lockheed Martin Corporation, Volume 16, Number 7
Published for employees by Lockheed Martin Corporate Communications. Lockheed Martin Today archives are
Background Issue available on the Lockheed Martin Intranet at http://pageone.global.lmco.com/pageone/. The award-winning
A manager allegedly verbally abused an Did the engineering manager behave Lockheed Martin Today is printed on recycled paper using soy-based inks and is recyclable. For permission to
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Issue Investigation Findings
Corporate Communications:
Did the manager behave inappropri- The manufacturing manager and engi- Ron Rand, senior vice president, Corporate Communications
ately? neering manager both supported a pro- Dave Waller, acting vice president, Enterprise Communications
gram that was being threatened with Editor: Mona Coan
Investigation Findings cancellation by the customer due to cost Design/Art Direction: Spark Design – Silver Spring, MD
An engineering employee had asked an and schedule issues. Employees on the Special Reporter: Rick Sauder
operations employee to make a modi- program were under extreme pressure to Contributors: Dean Acosta, Cheryl Amerine, DJ Gaskin, John Kent, Thad Madden, Erin Mantz, Brian Sears,
fication to a tool to increase efficiency deliver results. The manufacturing man- Peter Simmons, Linda Singleton, Lynn Singleton, Matt Swibel, Craig Vanbebber
of an operation. The tool was modified ager had a reputation as a “driver” and Photography/art: Eric Burns, Dean Dorman, Jon Hammerstein, Ed Hendricks, John Rossino, Dan Rude
and worked effectively. The engineering consistently pushed to meet program Web Editorial Assistant: Cheryl Worden
employee, wanting to show appreciation, commitments, which manufacturing
went to the operations employee’s man- employees respected. 30%
ager to thank his staff for the assistance. The engineering manager had Lockheed Martin Today is printed on ArborWeb Gloss text, an environmentally
The operations manager, unhappy that a more laid-back style that contrasted friendly web paper formulated with 30% postconsumer recycled fiber and featuring
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Lockheed Martin Today may contain forward-looking statements relating to projected future financial performance that are con- events, changed circumstances or changes in the Corporation's expectations. In addition, some or all of the following factors could
sidered forward-looking statements under the federal securities laws. These statements are not guarantees of the Corporation's affect the Corporation's forward-looking statements: the ability to obtain or the timing of obtaining future government awards; the
future performance as actual results may vary depending on a multitude of factors. Investors should review the Corporation’s filings availability of government funding and customer requirements both domestically and internationally; changes in government or
regarding risks and uncertainties associated with Lockheed Martin's business. Refer to the Corporation’s SEC filings, including the customer priorities due to program reviews or revisions to strategic objectives; difficulties in developing and producing operationally
"Management's Discussion and Analysis of Results of Operations and Financial Condition," "Risk Factors and Forward-Looking advanced technology systems; the competitive environment; economic, business and political conditions domestically and interna-
Statements" and “Legal Proceedings” sections of the Corporation’s most recent annual report on Form 10-K and 2010 quarterly tionally; program performance; the timing and customer acceptance of product deliveries; performance issues with key suppliers
reports on Form 10-Q, copies of which may be obtained at the Corporation's Web site http://www.lockheedmartin.com or the SEC’s and subcontractors; and the Corporation's ability to achieve or realize savings for its customers or itself through its cost-cutting pro-
site at www.sec.gov. The Corporation expressly disclaims a duty to provide updates to forward-looking statements, and the esti- gram and other financial management programs. These are only some of the numerous factors that may affect the forward-looking
mates and assumptions associated with them, after the date of this Lockheed Martin Today to reflect the occurrence of subsequent statements contained in Lockheed Martin Today.
8
