Industry Day for Navy MANTECH Metalworking BAA 01002

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Industry Day for Navy MANTECHMetalworking BAA
01-002
Mr. Steven Linder 10 Jan 01
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Industry Day Agenda

• Opening Remarks Mr. Steve Linder
• Navy MANTECH Program Overview
• Center of Excellence (COE) Strategy
• Funding Projections
• MANTECH Program Management Highlights
• Areas of Importance
• Points of Contact and the QA Process
• Industry/Offerors QA All

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What is MANTECH?
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Centers of Excellence

• Centers of Excellence Focal points for the
  development and technology transfer of new
  manufacturing processes and equipment in a
  cooperative environment with industry, academia,
  and the Navy warfare centers and laboratories.
• Specific Functions
• Serve as corporate residences of expertise in
  particular technological areas
• Collaborate with Systems Commands (SYSCOMs) and
  industry to develop manufacturing issues
• Develop and demonstrate manufacturing technology
  solutions for identified Navy manufacturing
  requirements
• Provide consulting services to Naval industrial
  activities and industry
• Facilitate the transfer of developed
  manufacturing technologies

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MANTECH Centers of Excellence
Institute for Manufacturing and Sustainment
Technologies (IMAST) Penn State, PA
National Center for Excellence in Metalworking
Technology (NCEMT) Johnstown, PA
Electro-Optics Center (EOC) Kittanning, PA
Electronics Manufacturing Productivity Facility
(EMPF) Philadelphia, PA
Best Manufacturing Practices Center of Excellence
(BMP) College Park, MD
Energetics Manufacturing Technology Center
(EMTC) Indian Head, MD
Navy Joining Center (NJC) Columbus, OH
Center of Excellence for Composite Manufacturing
Technology /Composites Manufacturing Technology
Center (CECMT)/(CMTC) West Columbia, SC
Gulf Coast Region Maritime Technology Center
(GCRMTC) New Orleans, LA
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MANTECH Program BudgetFY00-FY07
( Millions)
70.5M
71.6M
75.3M
76.7M
70.1M
74.0M
71.6M
71.1M
80
70
60
59.6M
59.1M
50
40
30
20
10
0
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
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Navy MANTECH Management Highlights

• Executive Steering Committee Established for
  corporate level guidance
• Navy MANTECH Integrated Process Team
  Established for program coordination and guidance
• Navy MANTECH Strategic Planning Execution
  Process Established to standardize a robust
  yearly cycle
• Navy MANTECH Program Management Organization
  More integrated with SYSCOMS and our Centers of
  Excellence
• Web Based Program Guide Improved information
  flow

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Navy MANTECH Executive Steering Committee

• Established in 1996
• Ensure a strong link between DoN MANTECH and the
  acquisition community
• Review program policy
• Review SYSCOM planning submissions
• Resolve crosscutting issues
• Perform as Lead SYSCOM representatives for
  Centers of Excellence to ensure a strong link and
  greater connectivity between the acquisition
  community and Navy COEs

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MANTECH Integrated Process Team (IPT)

• Established in 1996
• Ensures the implementation of Navy MANTECH
  Executive Steering Committee (ESC) and Navy
  MANTECH Directors guidance and objectives
• Provides oversight and guidance for the Navy
  MANTECH Program
• Facilitates communication, coordination, and
  execution of the Navy MANTECH Program
• Development, coordination, and prioritization
  of annual requirements to ensure a balanced
  portfolio, which reflects Naval needs and
  priorities.
• Coordination with the Program Officers for COE
  operations.
• Development and coordination of Navy MANTECH
  working documents as required. (Point papers,
  congressionals, )

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Strategic Planning Execution Process
Program Execution
Plan Development
Requirements Identification
Avail Processes
Develop Strategic Guidance (ESC)
(1)
Prioritize Navy
Requirements (ONR) (4)

Platforms Systems
Program Managers
Execute Approved Program (COEs / Industry) (10)
Authorize Program
Execution (ONR) (9)

COEs
Program Managers
Industry
Develop
Draft Program Plan (ONR) (5)

Identify
Acquisition Program Requirements (SYSCOMs)
(2)
COEs
ONR
Industry
Review / Approve Program
Plan (ESC) (8)
ONR
Prepare
Project Proposals (COEs / Industry)
(6)
Implementation and Technology Transfer (Industry,
Depot, etc.)
Revise Program
Plan (ONR) (7)
Prioritize
SYSCOM Requirements (SYSCOMs)
(3)
Assessments
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Top Level Principles for FY02

• Navy MANTECH Top-Level Principles are distributed
  annually
• To provide corporate guidance for the Navy
  MANTECH Strategic Planning and Execution Process.
• To ensure the Navy MANTECH project portfolio
  addresses those manufacturing issues that are of
  highest priority to the Navy.
• FY01 Top-Level Principles
• Center of Excellence (COE) Strategy Encourage
  requirements that are formulated and executed
  through a COE.
• Joint COE Programs Encourage requirements that
  COEs can work on together.
• Program Office, Industry, and Joint Service
  Leverage Encourage resource sharing from all
  participants.
• Technology Transition and Pervasiveness
  Encourage requirements with strong transition
  paths to multiple platforms.
• Benefits Analysis Encourage requirements with
  clear benefits analysis data.
• Sustainment/Repair Encourage requirements that
  focus on sustaining aging systems, major
  upgrades, or modifications.

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FY02 Strategic Planning Execution Process
Schedule
(1) The FY01 Top Level Principles will apply to
the FY02 planning cycle. Changes to the
Principles may be made by the ESC at a later
date. (2) The decision on whether or not to
conduct the FY02 MIRR will be made by the Navy
MANTECH Director no later than January 01. This
decision will be based on the level of funds
available for new starts in FY02 and desired
level of Navy/COE/industry interface.
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Navy MANTECH Homepage

• http//mantech.pti.com

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Areas of Importance

• Cost Sharing The Navy strongly supports cost
  sharing between Industry and Government.
• Technical Major emphasis on affordability and
  life cycle cost, the ability to work in all DoD
  platforms, and the ability to work in partnership
  with the Navy to identify needs/opportunities for
  investment.
• Transition Management The Navy reserves the
  right to transition the management of ongoing
  work after award. Identify your approach to risk
  avoidance in transition of existing projects.
• Program Management Degree of program management
  may vary on a project by project basis.
• Technology Transfer and Deployment Innovative
  concepts for technology transfer and deployment.
• Solution Identification Process Examples
  Demonstrate the ability to arrange optimum
  organizational teams and processes for addressing
  typical MANTECH efforts.
• Evaluation Criteria Levels of importance
• 1. Technical and Management
• 2. Solution Identification Process Examples
• 3. Cost
• 4. Commitment to Small Business (if contract
  contemplated)

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Areas of Importance

• Concept of Operations (CONOPS) Efficiency and
  Understanding
• Where possible, succinctly define all processes
  for Center Operation to include
• Technical Operations
• Such as issue development, project planning
  documentation, structuring a project team,
  project execution, work- split decision,
  identification of cost sharing opportunities,
  etc.
• Business Operations
• Such as yearly planning, accounting, billing,
  invoices, EDI/EFT, etc.
• If applicable, clearly delineate Center Manager
  and Member/Performer operations
• Center Operational Goals A Delicate Balance
• Minimize administrative and infrastructure costs
• Practice professional business operations
• Cost Sharing
• Process for obtaining, executing and tracking
  cost share.

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Web Site Information

• Address
• http//www.onr.navy.mil/02/baa/baa01002info.htm
• Items
• Industry Day Information
• List Current Projects
• Offerors should continually check the web site
  for updates or changes to the CBD announcement

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Further Questionsafter Industry Day?

• Technical Mr. Ted Hicks hickst_at_onr.navy.m
  il [phone]
• Business Ms. Helen Paul paulh_at_onr.navy.m
  il [phone]
• All QA will be posted on the web site.
• E-mail is the preferred method for QA.
• All QA via phone should be followed up by an
  e-mail.