In an era of fiscal austerity, downsizing and unforgiving pressure upon human and economic capital, it is an Augean task to identify resources for fresh and creative work. The realities of the day and the practical de...
详细信息
In an era of fiscal austerity, downsizing and unforgiving pressure upon human and economic capital, it is an Augean task to identify resources for fresh and creative work. The realities of the day and the practical demands of more immediate fleet needs can often dictate higher priorities. Yet, the Navy must avoid eating its seed corn. Exercising both technical insight and management foresight, the fleet, the R&D community, the Office of the Chief of Naval Operations (OpNav) and the product engineering expertise of the Naval Surface Warfare Center (NSWC) are joined and underway with integrated efforts to marry new, fully demonstrated technologies and operational urgencies. Defense funding today cannot sponsor all work that can be mission-justified over the long term because budgets are insufficient to support product maturation within the classical development cycle. However, by rigorous technical filtering and astute engineering of both marketplace capabilities and currently available components, it is possible in a few select cases to compress and, in effect, integrate advanced development (6.3), engineering development (6.4), weapon procurement (WPN), ship construction (SCN), operation and maintenance (O&M,N) budgetary categories when fleet criticalities and technology opportunities can happily meet. In short, 6.3 funds can be applied directly to ''ripe gateways'' so modern technology is inserted into existing troubled or aging systems, sidestepping the lengthy, traditional development cycle and accelerating practical payoffs to recurrent fleet problems. To produce such constructive results has required a remarkable convergence of sponsor prescience and engineering workforce excellence. The paper describes, extensively, the philosophy of approach, transition strategy, polling of fleet needs, technology assessment, and management team requirements. The process for culling and selecting specific candidate tasks for SHARP sponsorship (matching operational need with t
作者：
CHILDERS, RADM.K.C.GLOECKLER, FREDERICK M.STEVENS, ROBERT M.USN (RET.)RAdm. K.C. Childers
USN (Ret.):graduated from the U.S. Naval Academy in 1939. and later completed his graduate studies at California Institute of Technology from which he received his MS and AE degrees. He was a fighter pilot in the aircraft carriers USS Ranger and USS Essex during World War II and an instructor at the Guided Missile School. Ft. Bliss Texas from 1947 until 1949 at which time he came to Washington. D.C. as an Assistant Division Director Ships Installation Division Bureau of Aeronautics. In addition his active duty career included assignments as Naval Air Systems Command Representative Atlantic Assistant Commander for Material Acquisition
Naval Air Systems Command and Deputy Project Manager for the FlllB/Phoenix Program. Bureau of Naval Weapons. During the first five years of the Polaris Program
he was responsible for all testing at the Atlantic Missile Range. He also served as Commander of the Naval Missile Center where he directed the test and evaluation of Airborne Weapon Systems and had been on an earlier assignment the Missile Test Officer. His military decorations include the Silver Star the Legion of Merit two Air Medals the Navy Commendation Medal and a Presidential Unit Citation. Currently he is employed as the Manager of the Analysis and Evaluation Department at CERBERONICS. Inc. Falls Church. Va. Mr. Frederick M. Gloeckler:
currently a Consultant to CERBERONICS Inc. graduated from New York University from which he received his BS degree. He began his career with the Department of the Navy in 1938. and culminated it with his retirement in 1972 at which time he was engaged in VSTOL aircraft analysis and was the Director Advanced Systems Division Naval Air Systems Command (and its predecessor organizations). During this period he made major contributions to the Fleet Ballistic Missile Program the F-14
A-7 and S-3 Aircraft Programs and the Phoenix
Condor and Harpoon Missile Programs. In 1951 Mr. Gloeckler organized‘ and directed the Systems Engineering Divis
暂无评论