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Streamlining the Automatic Test System Acquisition and Sustainment for the USAF

This analysis details a strategic approach to streamline the acquisition and sustainment of the Automatic Test System (ATS) within the United States Air Force (USAF). Key participants from various USAF commands and agencies gathered to address the current challenges, including funding limitations, outdated policies, and redundancies in test efforts. The report outlines the ideal state for ATS processes, offers recommendations for establishing an ATS Working Group, and emphasizes the need for modernized, interoperable testing solutions. This initiative aims to enhance operational efficiency and reduce the proliferation of unique test systems.

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Streamlining the Automatic Test System Acquisition and Sustainment for the USAF

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  1. Automatic Test System (ATS) Acquisition & Sustainment ProcessesValue Stream Analysis Marty P. Tucker 542 ATSG/CV

  2. Overview • Who Participated • Objective • Current State & Constraints • Ideal State • Recommendations • Conclusions

  3. ATS Value Stream AnalysisHeld 9-13 January 06 • Participants − HQ USAF/ILMY //ILMM/ILP/ILG − SAF/AQXA − HQ AFMC/A4A − HQ AMC/A44JA − HQ ACC/A4R/A4M/A4C − WR-ALC 542 ATSG/CD/GBTC/GBTD;AFMETCAL − OC-ALC 327 CSSG/GFSL − OO-ALC 84 CSW/GBMLA − AAC/ENL − ASC/ACSSW/CESS − NAVY PMA-260

  4. Preliminary Objective • Develop a process that reduces ATS proliferation within the AF • Define a roadmap for to downsize the ATS inventory to few common family of testers • Address required changes to requirements, funding and procurement process

  5. Business Case

  6. Key Constraints • Funding Limitations • Existing organizational structure • Outdated policy • No defined entry point into process

  7. Current State Analysis • No single entry point for user to initiate ATS requirements • No “current state” process exists for acquisition or sustainment • Major disconnect between the acquisition of ATS and the planning for sustainment • Weapon Systems Managers investigate their own ATS solutions • Redundant RDT&E efforts

  8. Ideal State Map Requirement Identified Funding Approved DoD core family of testers that work on every platform DoD common language for all TPS DISR Compliant User needs fielded on-time, on cost, meeting all user requirements One Process Owner/Agency for ATS

  9. Recommendations • Establish an ATS Working Group • Establish Program Element Code (PEC) for common ATS • Provide an interim family tester(s) solution • Establish RDT&E dollars for ATS technology development • Document relationship of DSM/PGM • Develop and deploy a road show • Convene a follow-on event to further refine unique depot level proliferation issues • Identify an ATS Champion within AF leadership

  10. ATS Working Group • Chaired by 542 ATSG/CC • Membership to include representatives from: − Weapon System − MAJCOM/Users − DSM − PGM − Depot − AFMETCAL − HQUSAF/A4P • Meet bi-annually • Focus for discussion/action: − Evaluation of roadmaps for modernization of current ATS and future requirements − Prioritization of ATS requirements by MAJCOM − Review and recommend execution plan for funding − Provide updates on technology development − Information sharing

  11. Interim Family Tester • Interim Solution to reducing the proliferation of unique ATS • Creation of a flexible contract vehicle to acquire a core family of ATS from approved providers • ATS PGM to determine Contract requirements to include − Contractor(s) ability to field core tester(s) for the AF, based on established parameters − Commitment of contractor(s) to incorporate DISR standards as they are approved

  12. Action Items

  13. Action Items Cont’d

  14. Action Items Cont’d

  15. • No one got hurt • Gained support for interim family tester(s) concept • Understand need for ATS working group • Educated community on existence of DSM • Discovered the need to reaffirm DSM/PGM roles and responsibilities • Gained a better understanding of Navy ATS process Accomplishments

  16. UNITED STATES AIR FORCE I n t e g r i t y - S e r v i c e - E x c e l l e n c e

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