Volume 6, Number 2

Spring 2006

Contents

Lean Six Sigma 1

Director’s Corner 2

FYI 5

WSTIACCourses: 

Directed Energy 7 

Sensors/Seekers 8

Weaponeering 9

Precision Weapons 10

Calendar of Events 11

WSTIAC is a DoD Information Analysis

Center Sponsored by the Defense

Technical Information Center 

WST

WEAPON SYSTEMS TECHNOLOGY INFORMAT ION ANALYSIS CENTE R

IAC

U.S. DEPARTMENT OF DEFENSE

Lean Six Sigma:

Its Application to Industrial, Transactional, and

Science and Technology Processes

by Rod Tozzi, U.S. Army Materiel Command.

This paper is an introduction to Lean Six Sigma (L6σ) and specifically to the application of L6σ by the U.S. Army Materiel Command.

Having been involved in this effort in AMC since GEN Johnny

Wilson first sent us "down range" to find out about Six Sigma in

1998, I believe I am qualified to track the progress (through success

and failure) of the L6σ program as it has been applied to a

Command decisively engaged in both industrial and transactional

processes at a most critical time in our nation's history, specifically

the Global War On Terrorism. In this paper, I will attempt first to

describe L6σ in its purest form, define and justify the additions to the

L6σ program made by AMC, and suggest a mechanism for involving Senior Management in a way that is most productive to advancing gains made through the application of L6σ.

L6σ has been around for a while but has only burst onto the

Department of Defense in the past few years and most dramatically

with the new Secretary of the Army, Francis Harvey. So, what are the

current perceptions of L6σ? Well, some of the more common comments heard when L6σ is mentioned include: it's "the flavor of the

month", it'll never work off a production floor, it's nothing but "Harry

Potter magic," it's the Government following the latest guru in a robe

and sandals, and the all time favorite - it doesn't apply to the R&D

community. While it remains to be seen if the first count proves correct or not, the others are simply wrong.

But to make the case that these common perceptions are wrong, we

must first define exactly what Lean Six Sigma is. 4
2

The WSTIAC Newsletter is the current awareness publication of the Weapon Systems Technology Information Analysis

Center (WSTIAC). WSTIAC, a Department of Defense (DoD) Information Analysis Center (IAC), is administratively managed by the Defense Technical Information Center (DTIC) under the DoD IAC Program.

WSTIAC Director: Mr Gary J Gray Database Inquiries: Vakare Valaitis

703.933.3317, Email: gjgray@alionscience.com 703.933.3362 Email: vvalaitis@alionscience.com

Internet: http://iac.dtic.mil/wstiac/

All data and information herein reported are believed to be reliable; however, no warrant, expressed or implied, is to be construed as

to the accuracy or the completeness of the information presented. The views, opinions, and findings contained in this publication are

those of the author(s) and should not be construed as an official Agency position, policy, or decision, unless so designated by other

official documentation.

Ladies and Gentlemen:

In his remarks at the National Defense Industrial Association meeting on September 21, 2005, Under Secretary

of Defense for Acquisition, Technology and Logistics Kenneth J. Krieg, announced his intention to institutionalize Lean Six Sigma across the Department.

Lean Six Sigma is a methodology to eliminate waste in all operations and minimize non value-added variation

across processes and services; in other words to transform business processes to a faster, more agile, less

bureaucratic approach.

The most successful corporations in the world, including industry giants such as BAE Systems, General

Dynamics, Northrop Grumman, Lockheed Martin and Raytheon have practiced lean six sigma for years and

have reported significant efficiencies in cost and product quality.

The Defense Department has emulated successes found in business and the reported results are very impressive. For example:

- Aviation Intermediate Maintenance Department at Naval Air Station Lemoore has reduced the overhaul cycle

time for the F404 jet engine from 85 days to 5 days.

- F-15 Wing Shop at Warner Robins Air Logistics Center has reduced their repair cycle time from 52 days to

35 days, and implemented a 37% reduction in manpower at the same time

- Letterkenny Army Depot reduced its Patriot Weapon System recapitalization costs by $11.9 million while freeing up 50,000 square feet of floor space.

We hope you find the lead article on Lean Six Sigma informative and useful. The author, Mr. Rod Tozzi, is the

Lean Six Sigma Senior Master Black Belt at Headquarters, Army Materiel Command. 

As always, I would appreciate any insights or comments you may have regarding these articles or topics you

want addressed in our newsletter. I welcome guest authors that contribute to our mission. Please send any

correspondence to gjgray@alionscience.com or call me at 703 933 3317. 

Thanks,

Gary

Director’s

Corner

by Mr. Gary J. Gray
Lean Six Sigma (Continued from page 1)

For starters, it's a hybrid of Lean (also known as the Toyota

Production System - TPS) and Six Sigma. Put simply, Lean

is about speed and flow and the elimination of waste

while Six Sigma is about precision and accuracy (in that

order) leading to data driven decisions. So, the hybrid,

L6σ, seeks to eliminate wasteful steps and variance from

processes and does so in such a way as to utilize the

speed of Lean while bringing the process on target with

the accuracy of Six Sigma. This is not exactly an easy task

as Lean speed has attracted most of its attention based on

instant results, many of which have been unbaselined and,

therefore, little more than anecdotal in nature. As any

L6σ practitioner will note, a process for which the output

has not been defined and the start point not baselined will

produce results for which the goodness of any modifications to the process cannot be measured, i.e., we need to

know that the results associated with the process modifications could not have simply occurred by chance.

Similarly, Six Sigma results have often been overcome by

events because the time to get to statistical process control was too lengthy. The marriage of Lean and Six Sigma

then has to provide a methodology that permits the practitioner to baseline a process, make inferences about the

process, modify the process accordingly, and then measure the "goodness" associated with the output. Because

the practitioner is making inferences and not following the

absolute rigor of Six Sigma in order to garner some speed

in application, a key feature of L6σ is the acceptance of

some margin of risk, specifically the probability that we

may be committing an error by accepting that the output

of our modified process did not

occur by chance (referred to as

a Type 1 error). How much risk

are we willing to accept? That

depends on what the process

is. For example, we may want

an exceptionally high probability that airplanes will continue

to fly properly once they take

off, i.e., we want a very low risk

of failure, while we may accept

higher risk that luggage will

not make it on the airplane for

which they were designated.

There is cost associated with

low risk and therein lies the

tradeoff.

So now we have a working definition of L6σ. What does it

bring to the table?

Fundamentally, very little of

L6σ is new; most components

trace their lineage back to

Shewhart, Deming, Taguchi, or Ohno (there are some

exceptions) and some are a lot older tracing themselves

back to Henry Ford or Eli Whitney (or even earlier). Having

said that, there are two models that currently align themselves with L6σ and both of these have their own structured

methods of thinking. They are the DMAIC model (DefineMeasure-Analyze-Improve-Control) and the model specifically used in support of Design For Lean Six Sigma (DFLSS)

called the DMEDI model (Define-Measure-ExploreDevelop-Implement). The former finds its utility in improving processes and products while the latter is a bit more

specific in its application to doing something brand new.

Here it should be noted that the Research and

Development community is decisively engaged in both,

i.e., product improvements (pre-planned or otherwise) and

new technologies and applications. Further, whereas L6σ

itself is a classic "critical problem solving" application, the

use of DMEDI intimates something beyond the realm of

critical problem solving, i.e., something requiring creative

problem solving tools and techniques. Just as with the

tools and techniques associated with L6σ being of recent,

albeit not necessarily new, origins, creative problem solving tools and techniques are also reasonably new (Alex

Osborn being credited with the development of one of the

first - and most commonly used - creative problem solving

tools in the 1940-1950s, specifically "brainstorming"). The

question may arise, why do we need creative problem solving? The answer is found in a fairly simple and yet detailed

elucidation of the "levels of change" required to solve various degrees of problems. The Seven Levels Of Change by

Rolf Smith characterizes the problem and can be summarized as depicted by Figure 1.

3

WSTIAC Newsletter Spring 2006

4

}

}

}

RESTRUCTURE

(>30% CHANGE)

INCREASE

EFFICIENCY/

EFFECTIVENESS

(≤10% CHANGE)

RE-ENGINEER

(11-30% CHANGE)

3σ

2σ

1σ

The World of

Lean Six Sigma

7. Do Things that “Can’t” be Done

6. Do Things No One Else is Doing

5. Do Things Others Are Doing

4. Do Away With Things

3. Do Things Better

2. Do Right Things Right

1. Do the Right Things

LEVEL O F DIFFICULTY

More 

Exploratory

Developmental

More 

SEVEN LEVELS OF CHANGE

Level of Change Management 101

Figure 1.
4

order to get the group into the performing phase are not.

That knowledge is not easily garnered but an understanding of group dynamics brings a wealth of application not

before understood. To that end, AMC began a search to

give insight into how groups interacted based on the individuals' psychological type, behavioral, and learning style

preferences and quickly arrived at a point of confluence,

i.e., the issue is a reflection of how individuals take in information, how they process it/solve problems, and how they

make decisions. Understanding how members of an IPT

do these things allows the group not to control the output

of others, rather to communicate their thoughts and understand the thoughts of the other members of the group

more effectively to get to the performing stage more quickly. Psychometrics are very effective in this arena, not as an

earthly application of the "Vulcan Mind Meld", but as

insight into the thought mechanisms of each member of

the IPT. Specifically, the psychometrics AMC practitioners

use in guiding groups are the Myers-Briggs Type Indicator

(MBTI) and VIEW. MBTI is well known in the commercial

sector but tends to be eschewed by more bureaucratic

organizations, e.g., the military. While the ExtrovertIntrovert and the Thinking-Feeling dichotomies may, in

fact, be dismissed due to lack of statistical significance, the

same cannot be said about the Sensor-Intuitor and the

Judger-Perceiver dichotomies which are both statistically

significant with Coefficients of Determination in excess of

0.7. Having said that, we had noted that the ThinkingFeeling dichotomy is active in groups but had not been

able to establish its statistical bona fides until the advent of

VIEW, roughly in 2000. VIEW brought AMC the ability to

bring into group dynamics the Thinking-Feeling dimension

Lean Six Sigma (Continued from page 3)

As can be seen, Levels 1-3 are fundamentally what is done

in everyday business and can be quickly related to the

somewhat trite expression of doing things better, faster,

and cheaper. While these levels of change should not be

ignored as they constitute the majority of the problems

encountered on a given day, it's the remaining four levels

that should attract the interest of real problem solvers.

Levels 4-5 are the ones that are normally considered very

difficult and requiring significant staff work. The reason is

simple: level 4-5 changes are fundamentally issues of reengineering which means someone is either going to lose

his job or be told to do his job the way another entity is

doing it. Either is traumatic. So far, the critical problem

solving tools of L6σ work well. However, Level 6-7 problems are the ones that really require tools and techniques

beyond the reach of critical problem solving, specifically

tools and techniques of creative problem solving. In

addressing level 6-7 problems, an investigator is going

where nobody has gone and, in many instances, where

people say one cannot go (note that we are not talking

about the impossible as that itself cannot be done; rather

we are talking about what others say is impossible but

what really amounts to a significant level-of-pain issue).

This is the realm of creative problem solving and, while the

problems associated with these levels are few, they tend to

be very high payoff - with attendant high risk. The bridge

then for L6σ, specifically the DMEDI model, is creative

problem solving and, as a consequence, the U.S. Army

Materiel Command (AMC) added creative problem solving to its L6σ Program Of Instruction (POI) several years

ago.

Because most (or possibly all) Level 6-7

problems require

groups or Integrated

Product/Process

Teams, it also became

clear early on that L6σ

practitioners in AMC

required group forming and guiding skills.

The model for group

development (forming-storming-norming-performing-transforming) as depicted

in figure 2 is reasonably well known, but

the tools and techniques for quickly getting past or through

the storming and the

norming phases in 

Task Functions

Personal Relations

Model for Group Development

Adapted from: Tuckman, B. W. & Jensen, M. A. (1997). Stages of small group development

revisited. Group and Organizational Studies, 2 419-427.

Disengagement

TRANSFORMING

Stage 5

Transitioning

Dependency FORMING

Stage 1

Orienting

Tension STORMING

Stage 2

Organizing

Cohesion NORMING

Stage 3

Exchanging data

Interdependence

PERFORMING

Stage 4

Problem solving

Figure 2 8
5

WSTIAC Newsletter Spring 2006

fyi.... Publications of interest

Preparing for the Proven Inevitable An Urban Operations

Training Strategy for America’s Joint Force

RAND Corporation monograph series

By: Russell W. Glenn, Jody Jacobs, Brian Nichiporuk,

Christopher Paul, Barbara Raymond, Randall Steeb, Harry J.

Thie

Because future military operations are likely to include actions in

densely populated, built-up areas, joint and service training initiatives over the past decade have increasingly reflected an interest in preparing for such contingencies. To assist the military

community in better orchestrating its resources to improve

forcewide readiness for urban operations, RAND was asked to

develop a joint urban training strategy for the period 2005-

2011.

This report presents that strategy and describes the process used

to develop it. The study identifies areas in need of redress and

proposes ways in which the Services — Army, Navy, Marine

Corps, and Air Force — and other critical components of national capability can better ready themselves cooperatively for future

urban operations.

The strategy is developed by using a modular approach, where

a module is a collection of resources normally associated with a

type of facility, simulation, or other capability used in the design

or execution of training. This approach led to a five-step analytical process: (1) identify joint urban training requirements; (2)

identify current and pending training capabilities; (3) identify the

gaps between requirements and capabilities for the short term

(2005–2007) and the longer term (2008–2011); (4) define a set

of modules and assess how well they address the requirements;

and (5) define the steps required to create the strategy, including

consideration of the costs of the modules in terms of their ability to meet requirements and address shortfalls. The strategy

described here is flexible and adaptable; as such it should evolve

as new technologies emerge and international conditions

change. It provides guidance and suggests a framework. But

most of all, it imparts a responsibility to develop programs,

plans, and guidance that address the many details needed to

implement.

http://www.rand.org/pubs/monographs/MG439/

Basic Research in Information Science and Technology for Air

Force Needs

Committee on Directions for the AFOSR Mathematics and Space

Sciences Directorate Related to Information Science and

Technology, National Research Council

The U.S. Air Force is developing new force capabilities appropriate to an emerging array of threats. It is clear that advances

in information science and technology (IS&T) are essential for

most of these new capabilities. As a consequence, the Air Force

is finding it necessary to refocus its IS&T basic research program

to provide stronger support for reaching these goals. This report

provides an assessment of basic research needs for Air Force

systems and communications, software, information management and integration, and human interactions with IS&T systems.

The report also offers a set of priorities for basic IS&T research,

and an analysis of funding mechanisms.

http://fermat.nap.edu/catalog/11529.html 

along with statistically significant insight into how people

process information and make decisions. So, now we can

articulate that AMC's deployment of L6σ includes not only

the critical problem solving skills associated with L6σ, but

also creative problem solving tools and techniques and

group forming/guiding skills which include psychometrics

that give insight into how group members take in information, solve problems, and make decisions. The use of psychometrics directly addresses the issue of effective communication and how to achieve it early on in a diverse

group.

The last major piece of the AMC L6σ deployment reflects

the incorporation of a Quality Management System (QMS)

to ensure that the core concepts of the deployment would

be held constant throughout the hierarchy of the

Command (note that those concepts not held as core can

be amended or changed by subordinate elements). The

QMS acts as a forcing function and provides the conduit

for effective communication of information critical to the

elimination (or near elimination) of variance, as this is the

common enemy of any L6σ deployment. Additionally, any

good QMS must ensure that: the organization is: doing

what it said it was going to do; doing the right thing; and

constantly trying to improve its processes. In line with these

concepts, AMC has selected ISO 9001:2000 as its QMS

and the provision of L6σ services at the headquarters is

ISO 9001 registered. The requirement to the subordinate

commands is to interface with the headquarters' QMS, not

to prescribe ISO 9001 as the Command-wide QMS.

Essentially, as long as the plug and socket fit (and the current is the same), what QMS AMC's subordinate commands choose to impose upon themselves is up to them.

All three major components of AMC's L6σ strategy - critical problem solving, group forming/guiding and creative

problem solving, and the quality management system -

revolve about a central core, which espouses the theme of

self-sufficiency in the shortest possible time. To that end,

AMC has embedded a complete training Program Of

Instruction (POI) designed to train its personnel to the

Master Black Belt level in order to ensure sustainment of

the L6σ gain. Just as one would not send soldiers into

combat unless and until they are well trained, the L6σ

practitioner must be well versed and have sufficient practice in the tools of our trade if he/she is to be successful.

That POI has as its core the central process of Campaign

(or Deployment) Planning. It has often been stated that a

vision without an action plan is a daydream and it is this

shortfall that the Campaign Plan portion of the AMC POI

seeks to remedy. What the Campaign plan espouses is a

detailed roadmap describing the desired output, the baselined start point, and the route from beginning to end. The

plan consists of: the elucidation of processes to be investigated for design/improvement, a statement of goals

described by a statement of desired product, an assesscontinued on pg 6 8
6

CREATIVE PROBLEM SOLVING

(LEVELS 6-7)

TA/TS PSYCHOMETRICS SOQ

Project Output & Baseline;

People, Product, Process, &

Press (Environment);

Correct Sponsor ID

Team Building/Guiding

Climate as a Predictive Metric

QUALITY MANAGEMENT SYSTEM

(LEVELS 1-7)

STRUCTURE IMPROVEMENT AUDITING

CRITICAL PROBLEM SOLVING

(LEVELS 1-5)

LEAN 6σ VOC

Descriptive Metrics

AMC L6σ

STRATEGIC

(CAMPAIGN)

PLANNING

&

EMBEDDED TRAINING

ment of people - both those who will assist and those who

will resist, and an assessment of the environment in which

the deployment will be carried out. It should be noted that

the AMC Deployment/Campaign Plan process follows the

AMC L6σ process in that it: describes a process flow; then

conducts the requisite cause and effect (C-E) analyses; is

followed by the elucidation of the variables associated with

the C-E analyses; establishes Standard Operating

Procedures to hold designated variables constant; is followed by a Failure Modes and Effects Analysis to make the

system robust to noise variables; and ends with a Design

Of Experiment addressing those critical few variables that

when manipulated can produce the greatest return on

investment. The essence of the AMC POI and the interaction of all its components is depicted in figure 3.

In this, as in any deployment of a continuous process

improvement initiative, the key ingredient is the commitment (not involvement) of Senior Management. Beyond

that, however, it is fundamentally important that Senior

Management understand what they are asking their people to do. AMC's L6σ deployment has attracted many of

the best of the workforce and this is not unexpected. The

fact is that the workforce wants to do the best job possible 

and is fundamentally engaged in providing the warfighter

with what he/she needs to successfully prosecute our

nation's battles. That being the case, Senior Management

must understand their critical roles and responsibilities in

ensuring the success of the deployment and the individual

projects they are sponsoring which the workforce is committed to seeing through to successful conclusion. This

requires hands-on involvement and a mutual commitment

of the L6σ professional to the sponsor's goals and the

sponsor to the successful conclusion of the L6σ professional's project. Further, it requires both to be committed

to the improvement of the overall value stream of the

enterprise and not just to the portion owned by the sponsor or the organization. All this requires training in the

concepts (albeit not necessarily the tools and techniques)

of L6σ for Senior Management and Senior Management

must seek that training if the deployment is to be successful. If Senior Management accepts the challenge and

actively seeks to learn their critical roles while husbanding

their limited L6σ professional resources, the deployment

stands a good chance of succeeding. If, however, they do

not, then we must return to the second paragraph of this

paper and conclude that L6σ may just be "the flavor of the

month." 

About the author

Mr Rod Tozzi is the HQAMC Lean Six Sigma Senior Master Black Belt at the Army Materiel

Command, Industrial Operations Directorate.

Figure 3

Editor’s note: Lean Six Sigma Initiative- Recommended Reading list can be found at http://www.amc.army.mil/lean/reading.htm
7

Directed Energy Weapons Course

Instructor: Dr. Edward Scannell, WSTIAC

Course Description: 

This one-day classified short course provides an introduction to the basic principles and techniques of Directed

Energy Weapons (DEWs). The technologies behind each

type of DEW will be examined, and the critical path components will be identified and explored with respect to their

effect on future DEW development. In addition, advantages that can be achieved by employing DEWs will be

discussed, as well as the status of U.S. and foreign DE

developments and deployments. The key DEW programs

in High Energy Lasers and RF-DEWs or High Power

Microwaves will be fully described.

This short course will be of great benefit to people who

need to understand the basic concepts, technologies,

design requirements and practical applications of DEWs,

including program and business managers, political decision makers, engineers, scientific researchers and military

personnel. An undergraduate technical degree is recommended. Mathematics is kept to a minimum, but important formulas are introduced. 

Training at Your Location:

WSTIAC can conduct this course at your location to reduce

your travel time and cost. Please call Mrs. Kelly Hopkins

to discuss.

Fee:

$700.00 for government personnel; $800.00 for government contractors.

Location: Huntsville, Alabama

TBD

Notice: WSTIAC reserves the right to cancel and/or

change the course schedule and/or instructor for any reason. In the event of a schedule change or cancellation,

registered participants will be individually informed.

WSTIAC Newsletter Spring 2006

Questions to be examined include:

iWhat is Directed Energy and what are the different

types of Directed Energy Weapons?

iWhat are the advantages and disadvantages of

each type of DEW and what are their target effects and tactical and strategic capabilities?

iHow do DEWs work and what are the critical technologies that must be developed for their eventual use in

practical systems?

iHow may threat DEW effects be countered and how

can we protect our own systems?

iWhat are the major U.S. and international DEW

programs that are being pursued?

iWhat is the prognosis for future DEW development?

About the Instructor: 

Dr. Edward Scannell is the Senior Program Manager of

the Engineering & Technical Division, Chief Scientist for

WSTIAC, and formerly Chief of the Directed Energy and

Power Generation Division of the U.S. Army Research

Laboratory. He has 30 years of experience in technical

areas related to DEWs, including: plasma physics; conventional and alternative energy sources, electromagnetic

(EM) guns, particle beam, laser, high power microwave

(HPM), and pulse power physics. 

Security Classification:

The information presented is kept at the unclassified level,

but is designated export controlled and limited to U.S. citizens only. The security classification of this course is

UNCLASSIFIED.

Handout Material:

Each student will receive a comprehensive set of course

notes covering the material presented. 

For additional information, contact: 

Mrs. Kelly Hopkins, Seminar Administrator, 

at (256) 382-4747, or by e-mail 

khopkins@alionscience.com
8

Introduction to Sensors and Seekers for Smart Munitions

and Weapons Course

Instructor: Mr Paul Kisatsky, WSTIAC

Location: Huntsville, Alabama

11-13 April 2006

Course Description: 

This 3-day short course provides an introduction to the

most commonly used sensors and seekers employed in

smart munitions and weapons (projectiles, missiles and

wide area mines). It is oriented to managers, engineers,

and scientists who are engaged in smart weapons program development and who desire to obtain a deeper

understanding of the sensors they must deal with, but who

do not need to personally design or analyze them in depth.

An undergraduate technical degree is recommended.

Mathematics is kept to a minimum, but important formulas are introduced. This course also provides an excellent

foundation for those scientists and engineers who desire to

pursue this discipline to intermediate and advanced levels. 

The course covers:

iClassification of seekers and sensors

iFundamentals of waves and propagation

iFundamentals of noise and clutter

iFundamentals of search footprints

iIntroduction to infrared

iIntroduction to radar

iIntroduction to ladar

iIntroduction to visionics

iIntroduction to acoustics

iFuture projections and interactive brainstorming

Noise and clutter, the predominant obstacles to success in

autonomous seekers, are given emphasis. The major sensor types are classified and each is discussed. In particular, infrared, radar, optical laser radar (ladar), imaging

and non-imaging, and acoustic sensors are individually

covered. Of special interest is the discussion on human

visionics versus machine recognition, since this concept is

of central importance to understanding autonomous versus man-in-the-loop sensing systems. The implications of

"artificial intelligence", "data fusion", and "multi-mode" 

sensors are also briefly discussed. System constraints,

which force tradeoffs in sensor design and in ultimate performance, are also covered. Time permitting, a projection

of future trends in the role of sensors for smart munitions will

be presented, followed by a "brain-storming" session to

solicit student views.

About the Instructor: 

Mr. Paul Kisatsky is a Senior Physical Scientist. He is a

nationally recognized expert on sensors and seekers for

smart munitions and weapons and has more than 30 years

of hands-on experience developing sensors and seekers

fielded in modern smart munitions and weapons.

Security Classification:

This course is unclassified.

Training at Your Location:

WSTIAC can conduct this course at your location to reduce

your travel time and cost. Please call Mrs. Kelly Hopkins

to discuss.

Fee:

The registration fee for this 3-day course is $950 for U.S.

government personnel and $1150 for government contractors. Contractor teams of 3 or more, registered at the

same time, are charged $950 per person.

Handout Material:

Each student will receive a comprehensive set of course

notes covering the material presented. 

For additional information, contact: 

Mrs. Kelly Hopkins, Seminar Administrator, 

at (256) 382-4747, or by e-mail 

khopkins@alionscience.com

Notice: WSTIAC reserves the right to cancel and/or

change the course schedule and/or instructor for any reason. In the event of a schedule change or cancellation,

registered participants will be individually informed.
9

Weaponeering Course 

Instructor: Professor Morris Driels, US Naval Postgraduate School

Course Description: 

This 21⁄2-day short course is based on a very successful

graduate-level weaponeering course developed by

Professor Driels and taught at the Naval Postgraduate

School(NPS), Monterey, CA. The course will provide an

overview of the fundamentals of the weaponeering

process and its application to air-to-surface and surfaceto-surface engagements. The course explains the analytical basis of current weaponeering tools known as the Joint

Munitions Effectiveness Manuals (JMEMs) produced by the

Joint Technical Coordinating Group for Munitions

Effectiveness (JTCG/ME). The JMEMs are used by all

Services to plan offensive missions and allow the planners

to predict the effectiveness of selected weapon systems

against a variety of targets. 

Training at Your Location:

WSTIAC can conduct this course at your location to reduce

your travel time and cost. Please call Mrs. Kelly Hopkins

to discuss.

Fee:

The registration fee for this 21⁄2-day course is $950 for U.S.

government personnel and $1150 for government contractors. Contractor teams of 3 or more, registered at the

same time, are charged $950 per person.

Notice: WSTIAC reserves the right to cancel and/or

change the course schedule for any reason. In the event of

a schedule change or cancellation, registered participants

will be individually informed.

WSTIAC Newsletter Spring 2006

The short course is divided into three parts. 

Part I covers the basic tools and methods used in 

weaponeering:

iThe weaponeering process

iElementary statistical methods

iWeapon trajectory

iDelivery accuracy of guided and unguided 

munitions

iTarget vulnerability assessment

Part II covers the weaponeering process for air-launched

weapons against ground targets:

iSingle weapons directed against point and 

area targets

iStick deliveries (point and area targets)

iProjectiles (guns and rockets)

iCluster munitions

iWeaponeering for specific targets: bridges,

buildings, etc.)

iCollateral damage modeling

About the Instructor: 

Professor Driels is a Professor of Mechanical Engineering

at the U.S. Naval Postgraduate School in Monterey,

California. He has worked with the JTCG/ME on a variety

of topics in support of the JMEMs for a number of years.

He has taught a quarter-long weaponeering course at NPS

for three years and he has published a textbook on the

subject.

Security Classification:

The security classification of this course is UNCLASSIFIED.

Handout Material:

Each student will receive a comprehensive set of course

notes covering the material presented. 

For additional information, contact: 

Mrs. Kelly Hopkins, Seminar Administrator, 

at (256) 382-4747, or by e-mail 

khopkins@alionscience.com

Part III covers the weaponeering process for ground

engagements:

iIndirect fire systems - artillery and mortars.

iDirect fire systems - infantry and armored vehicles.

iMines - land and sea.

Location: Huntsville, Alabama

18-20 July 2006
10

Training at Your Location:

WSTIAC can conduct this course at your location to

reduce your travel time and cost. Please call Mrs. Kelly

Hopkins to discuss.

Notice: WSTIAC reserves the right to cancel and/or

change the course schedule and/or instructor for any

reason. In the event of a schedule change or cancellation, registered participants will be individually

informed.

Handout Material:

Each student will receive a comprehensive set of course

notes covering the material presented. 

For additional information, contact: 

Mrs. Kelly Hopkins, Seminar Administrator, 

at (256) 382-4747, or by e-mail 

khopkins@alionscience.com

Smart/Precision Weapons Course

Instructors: Mr. Hunter Chockley and Mr. Mark Scott, WSTIAC

Location: Huntsville, Alabama

18-20 April 2006

11-13 July 2006

Course Description: 

This 21⁄2-day short course provides a comprehensive

understanding of smart weapons and related technologies. This course is aimed at providing general knowledge about smart weapons technology

and a source of current information on selected U.S.

and foreign smart weapons, to include system

description, concept of employment, performance

characteristics, effectiveness and program status.

A variety of ground, sea and air smart/precision

weapon systems are discussed, to include fielded

and/or developmental U.S. systems such as Joint

Direct Attack Munition (JDAM), Joint Air-to-Surface

Standoff Missile (JASSM), Small Diameter Bomb,

Javelin, Line-of-Sight Anti-Tank (LOSAT), XM982

Excaliber, Extended Range Guided Munition

(ERGM), Common Missile, Tomahawk, Standoff

Land Attack Missile - Expanded Response (SLAMER), Cluster Bomb Munitions and Airborne Laser,

among others, as well as representative foreign

smart/precision weapons.

The objective of this course is to inform materiel and

combat developers, systems analysts, scientists,

engineers, managers and business developers

about smart/precision weapons, to include:

iState-of-the-art of representative U.S. and 

foreign smart weapons systems;

iEmployment concepts

iSmart weapons related systems, subsystems,

and technologies; and

iTechnology trends.

Fee:

The registration fee for this 21⁄2-day course is $950 for

U.S. government personnel and $1150 for government

contractors. Contractor teams of 3 or more, registered

at the same time, are charged $950 per person.

Security Classification:

The information presented is kept at the unclassified

level, but is designated FOR OFFICIAL USE ONLY

(FOUO), export controlled, and attendance is limited

to U.S. citizens. The security classification of this course

is UNCLASSIFIED.

About the Instructors: 

Mr. Mark Scott and Mr. Hunter Chockley are Science

Advisors. Each instructor has more than 25 years of

experience with weapons technology and/or

smart/precision weapons.
11

C a l e n d a r o f E v e n t s

Upcoming Conferences and Courses

WSTIAC Newsletter Spring 2006

May 2006

9-11 May 2006 

51st Joint Electronic Warfare Conference

Las Vegas, Nevada

http://www.aiaa.org/content.cfm?pageid=230&lumeetingid

=1392

9-11 May 2006

Fuze Conference

Norfolk, VA

http://www.ndia.org/Template.cfm?Section=6560&Template

=/ContentManagement/ContentDisplay.cfm&ContentID=11

178

15-18 May 2006

Joint Services Small Arms Systems Symposium,

Exhibition & Firing Demonstration

Albuquerque, NM

http://www.ndia.org/Template.cfm?Section=6610&Template

=/ContentManagement/ContentDisplay.cfm&ContentID=10

748

15-19 May 2006

2006 IEEE International Conference on Robotics and

Automation (ICRA)

Orlando, FL

http://www.icra2006.org/

22-25 May 2006

33rd Annual Electronic Warfare Symposium

NAS Whidbey Island, WA

http://www.whidbeyroost.org/pageshtm/ewsym.htm

23-24 May 2006

Spectrum Management for Defense, 

Arlington, VA

http://www.idga.org/cgibin/templates/singlecell.html?topic=221&event=9644

23-24 May 2006

Ground Combat Vehicles

Survivability In Hostile Terrain

Washington, DC

http://www.idga.org/cgibin/templates/singlecell.html?topic=221&event=9737

31 May-1 June 2006

14th Annual Expeditionary Warfare Division Wargame

Quantico, VA

http://www.ndia.org/Template.cfm?Section=6850&Template

=/ContentManagement/ContentDisplay.cfm&ContentID=11

339

June 2006 June 2006

7-8 June 2006

2006 IEEE Conference on Technologies for Homeland

Security

Cambridge, MA

http://www.ieeeboston.org/homeland2006.htm

7-9 June 2006

Lean Six Sigma for Defense

Arlington, VA

http://www.idga.org/cgibin/templates/singlecell.html?topic=241&event=9856

11-16 June 2006

2006 IEEE/MTT-S International Microwave Symposium

San Francisco, CA

http://www.ims2006.org

12-14 June 2006

Armaments Technology Seminar & Exhibition

Parsipanny, NJ

http://www.ndia.org/Template.cfm?Section=6600&Template

=/ContentManagement/ContentDisplay.cfm&ContentID=12

258

12-14 June 2006

IED 2006 Symposium & Expo-Breaking the Chain

Fayetteville, NC

http://www.defensetradeshows.com/IED_General_Info.html

13-15 June 2006

6th Annual Intelligent Vehicle Systems Symposium &

Exhibition

Traverse City, MI

http://www.ndia.org/Template.cfm?Section=C504&Template

=/ContentManagement/ContentDisplay.cfm&ContentID=10

976 

19-20 June 2006 

TechNet International 2006

Washington, DC

http://www.afcea.org/calendar/eventdet.jsp?event_id=1164

1&w=Y

26-29 June 2006 

4th International Energy Conversion Engineering

Conference and Exhibit (IECEC)

San Diego, California

http://www.aiaa.org/content.cfm?pageid=230&lumeetingid

=1309
12

Inside this issue

Lean Six Sigma

Director’s Corner

fyi...

WSTIACCourses 

Calendar of Events

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Alexandria VA 22311

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WEAPON SYSTEMS TECHNOLOGY

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WSTIAC

WEAPON SYSTEMS TECHNOLOGY

INFORMATION ANALYSIS CENTER