As we discuss terminating
the F-35 and why it’s a good/bad idea, I continue to hear the notion that we
have no choice but to continue because stopping and designing a new aircraft
would take too long and cost even more than the F-35. Given today’s badly broken military
development and acquisition practices, that is undoubtedly true. However, it doesn’t have to be. In previous posts and comments, I’ve
described how to design a new aircraft, put it into production in five years,
and do it for less than we’re paying now.
I’d like to pull all those comments and posts together into one post.
Here’s how to build a better
aircraft.
To begin, we have to define
what we even need in broad terms.
The first key recognition is
that there are two main “theaters” of operation for aircraft: Europe/land masses and the Pacific/oceanic
region. All other likely regions of
conflict (Iran , North Korea , Africa ) are subsets.
This recognition immediately leads us to the second recognition.
The second recognition is
that a new aircraft must not be a multi-service aircraft. The F-35 has proven the folly of this
approach. The requirements for a
European/land mass aircraft will be radically different than for a Pacific/oceanic
aircraft.
See? We’ve already saved money by not trying to
build a gargantuan, one-size fits all aircraft!
Being a naval matters blog,
this post will now discuss only the Pacific/oceanic aircraft. The Air Force can design their own
European/land mass aircraft.
The third recognition is
that the aircraft will perform one main role and only one. Focus is the key. Secondary functions are fine as long as they
don’t impact the primary function or contribute more than 2% to the cost. Thus, a fighter that has a mechanism to carry
and release a bomb is fine as long as the capability in no way negatively
impacts the main role of being a fighter.
See? We’ve saved money by not trying to make our
aircraft a combination strike, fighter, AEW, ISR, EW, tanker, drone controller,
arsenal aircraft all rolled into one.
The fourth recognition,
closely tied to the third, is that focus comes from a coherent, well thought
out concept of operations (CONOPS). This
will tell us exactly what our aircraft requirements are. Note that I’m not going to offer what I think
the aircraft should be/do. That would
just bog us down in technical specifics that are irrelevant to this
discussion. Besides, if you’ve followed
the blog, you already know what kind of role I think Navy air should play.
So, we’ve now got a clearly
defined aircraft with a very specific and narrow functional role. At this point, our aircraft program breaks
down into two major sections: technical
and program management.
Technical Aspects
Airframe. Choose an existing airframe. There are many to choose from. There are all different wing shapes and
sizes, there are stealthy and semi-stealthy airframes. There are single engine and
multi-engine. And so on. The point is to pick an existing, proven,
debugged airframe, if at all possible. I
suspect the F-22 airframe is a pretty good choice. Maybe not perfect but perfect is the enemy of
affordable.
See? We’ve saved a gazillion dollars in basic
airframe developmental costs by simply using an existing airframe!
Technology. Choose the most advanced existing, proven
technologies for sensors, engines, and weapons.
If it isn’t already in operation somewhere in the world, then it belongs
in Research & Development and not on our aircraft. With only existing technology, we eliminate
development altogether and only have to deal with packaging of the items into
the airframe and integration through the software.
See? We just saved a boat load of money by
completely eliminating technology developmental costs.
Complexity. Don’t make it unnecessarily complicated. The F-35 “do everything” ALIS maintenance,
inventory, logistics, and mission planning software is needless complication
and is racking up huge costs. We don’t
need sensor fusion unless there’s an existing, debugged, proven software package
already out there. We just need a basic
“sense and shoot” level of complexity.
See? We’ve just saved a bundle of money by keeping
everything simple. KISS is alive and
well.
Management Aspects
Design. Production cannot start until the entire
design is 100% complete.
See? We just saved a ton of money by completely
eliminating concurrency costs.
Change Orders. Design modifications are the
enemy of affordable – affordable has a lot of enemies, doesn’t it? We’ll establish our requirements from the
CONOPS, embed them in concrete, embed the concrete in titanium, and not change
a single, tiny item. The inevitable
changes can come down the road in the form of upgrades, after the aircraft is in service.
See? We’ve just saved a ton of money by completely
eliminating change orders, alterations, and concurrency costs.
Managers. Program managers must be appointed for the
duration of the program until the aircraft is in full production. To do less is to lose accountability. Managers must be held accountable. If the program misses schedules, runs over
budget, or otherwise fails, the managers must pay the price in the form of loss
of pay, loss of benefits, possible court martial, and automatic discharge from
the service. This may seem severe but
it’s exactly what private industry does with their managers. Besides, would we really want to retain in
service a manager who demonstrates that they can’t successfully manage a
program? Now, the flip side of
accountability must also be applied. If
the program comes in on time or early, on or under budget, and meets all
technical specifications then the managers should be given significant bonuses,
raises, benefits, and promotions.
Together, the threat of punishment and the promise of reward are as
powerful a motivational tool as we can provide.
Authority. Hand in hand with this degree of
accountability goes authority. If we’re
going to hold managers accountable to this degree, they need the power and
authority to execute their program as they see fit. Once we commit to a program, no one but the
program manager can make decisions about the schedules, funding uses, technical
issues, etc. Yes, there are statutory
requirements and milestones that must be met and which are decided by other
people but all the program specifics must be under the control of the
manager. No more can some outside
Admiral insert his pet feature into a program.
No more can outside forces impose schedule adjustments. And so on.
Decision Point. A death point is necessary. A death point is a go or no go decision point
and comes at the 2 year point in a program.
At that point, any competent program manager will know whether the
project is viable. If it isn’t, then we
terminate with no further expenditures and no penalty for the manager. If it is viable, we proceed as
described. Only the program manager can
make the go decision. Thus, he can’t be
forced into moving ahead with a project that isn’t viable. Conversely, the program manager or any
outside person or agency with sufficient authority can make the no go decision. This allows outside agents to terminate the
program due to budget, changes in strategic or operational need, or any other
reason.
Conflict of Interest. Employment
restrictions will forbid the project manager from ever working for a company
that had anything to do with the project.
This eliminates any conflict of interest, delayed bribery/kickbacks,
etc.
Contract. A fixed price contract with cost reduction
incentives will be the only type of contract allowed. With the iron-clad, unchangeable
specifications we’ll use, there will be absolutely no unknowns for industry
and, therefore, no reason to need any kind of squishy, cost-plus contract. There will be no separate contracts for
multiple lots of aircraft. There will be
only one aircraft and one lot. The last
aircraft built will be absolutely identical to the first.
A side effect of this policy
might be that instead of committing to production quantities of thousands,
which inevitably get cut to hundreds, perhaps we’ll scale down our production
programs to more reasonable quantities that can actually be built.
The entire quantity of
aircraft will be specified in the contract.
The contract will specify that the manufacturer gets paid the full
contract amount whether the government terminates or reduces the aircraft
quantity or not. Thus, there is no risk
for the manufacturer and, therefore, no reason not to accept a fixed price
contract.
So, let’s sum up, shall we?
Timing. We’ve completely eliminated development,
leaving only packaging and integration.
Requirements will be unchangeable.
All technology will already exist.
With all that in mind, there is no reason we can’t begin production
within 5 years, quite likely less.
Cost. I’ve noted many instances of huge cost savings. With no development, existing technology, an
existing airframe, and no modifications, there is no reason we can’t build the
cheapest aircraft in modern history and cheaper by a huge amount, too!
The interesting thing about
this concept is that the vast majority of it could be implemented by the Navy
with nothing more than internal policy changes.
Yes, there would be a few aspects that might require legislative
involvement but those are relatively minor, actually.
Note: I don’t want a single comment telling me why
this can’t be done under the current reality.
I know it can’t be done under the current reality. This blog is partly about describing current
conditions but also, partly, about describing the way things should be. This post is one of the “should be”
ones. Let’s treat it as such.
And there you have it. If we dropped the F-35 today, we could have a
fully developed, fully combat capable, state of the art aircraft in production
within five years and for a fraction of the cost of the F-35.
That’s how you build a
better aircraft.








