NCMC_RFP_Sec_J_Attachment_1_SOW.pdf

N00014-16-R-0003 Manufacturing Technology (ManTech) – Navy Composites

Manufacturing Center of Excellence (NCMC), Attachment 1

MANUFACTURING TECHOLOGY

(MANTECH)

NAVY COMPOSITES MANUFACTURING

CENTER (NCMC) OF EXCELLENCE

STATEMENT OF WORK

22 Sep 2015

1.0 Overview

1.1 Background of Navy Manufacturing Technology (ManTech) Program

The Secretary of Defense established a Manufacturing Technology Program to further the national security objectives of Section 2501(a) of U. S. Code Title 10 – Armed Forces, through the development and application of advanced manufacturing technologies and processes that will reduce the acquisition and supportability costs of defense weapon systems and reduce manufacturing and repair cycle times across the life cycles of such systems. The purpose of the program is to improve the manufacturing quality, productivity, technology, and practices of business and workers providing goods and services to the Department of Defense (DoD). DoD Directive 4200.15 implements the

Manufacturing Technology Program, and it dictates that DoD is to rely on private sector investment and the “free enterprise” system to provide the manufacturing technology necessary to produce DoD material. The Directive mandates ManTech investments are to be directed at improving the quality, productivity, technology, and practices of business and workers providing goods and services to the DoD.

The Navy Manufacturing Technology (ManTech) Program, operated out of the Office of

Naval Research (ONR), is focused on affordability improvements for specific key acquisition platforms as defined in the Navy ManTech Investment Strategy. Key platforms currently targeted include: the CVN 78 Class carrier; the DDG 51 Class destroyer; the VIRGINIA Class Submarine / OHIO Replacement Program; the CH-53K

Heavy Lift Helicopter; and the F-35 Joint Strike Fighter (JSF). ONR ManTech helps these Navy programs achieve their respective affordability goals by transitioning developed manufacturing technology which, when implemented, results in needed cost reduction or cost avoidance.

Navy ManTech executes through seven Centers of Excellence (COEs) which serve as focal points for the development and technology transfer of new and advanced manufacturing processes and technology in a cooperative environment with industry, academia, and the Naval Research Enterprise. The COEs serve as corporate repositories of expertise in particular technological areas and collaborate with acquisition Program

Executive Offices (PEOs) / Program Offices (POs) and relevant industry to identify and resolve manufacturing issues impacting the key Navy acquisition platforms. The COEs develop and demonstrate manufacturing technology solutions for identified Navy manufacturing requirements, provide consulting services to naval industrial activities and industry, and facilitate the implementation of developed manufacturing technologies.

1.2 Overview of NCMC

Inasmuch as the assigned missions of the Office of Naval Research (ONR)

Manufacturing Technology (ManTech) Navy Composites Manufacturing Center

(NCMC) of Excellence is dynamic, this Statement of Work (SOW) is not intended to be all-inclusive or restrictive, but is intended to provide a broad framework and general scope of the work to be performed at the NCMC. This SOW does not represent commitment to, or imply funding for, specific projects or programs. The ONR ManTech work requirements are developed through strategic planning and program plans.

The Contractor shall, in accordance with the provisions of this Contract, provide the intellectual leadership, management expertise, and resources necessary and appropriate to managing and operating the NCMC to accomplish its primary mission. The primary mission of the NCMC is to develop composites manufacturing and related manufacturing technologies and deploy them in U.S. composite fabrication facilities, shipyards, factories, and/or other relevant industrial partners, with the goal of facilitating industry improvements and ultimately reducing the cost and time required to build and repair naval ships, aircraft, and/or other key naval platforms, as defined in the ONR ManTech

Investment Strategy.

In addition, the NCMC shall perform all supporting functions for a Navy ManTech

Center of Excellence, such as serving as a corporate repository of expertise in its particular technological area; performing special projects and industry surveys related to the mission as required; planning and conducting outreach activities to increase awareness of the NCMC and disseminate manufacturing technology throughout the nation’s shipyards and industrial base to achieve additional implementations beyond the primary implementation site; and any other functions as assigned by the ONR ManTech

Division.

1.3 NCMC Core Mission and Scope of Work

The core mission and function of the NCMC is to identify, develop, and facilitate the deployment of technology solutions to composites fabricators and other relevant industrial facilities to reduce the cost and time to build and repair key naval platforms.

The NCMC is to serve as the focal point for composites manufacturing and related technologies and practices within the Navy ManTech Program and, as such, to function as a resource for the development, dissemination, and implementation of advanced composites manufacturing technologies, materials, and related materials and processes.

The NCMC provides a means for applying these technologies and practices to the solution of technical, productivity, quality, maintenance, and weapons systems life-cycle problems in support of the Navy, DoD, other government agencies, and the industrial base. The contractor for this effort, through operation of the NCMC, will provide solutions to meet selected Program Offices’ composites technology needs in the industrial production, repair, retrofitting, or sustainment for selected weapon platforms or components.

A vital part of the activities of the NCMC is the planning process to systematically structure a program to address assigned Navy and DoD composites manufacturing technologies, material, and related weapon system issues. These activities include the identification and assessment of critical manufacturing needs and problems of industry in light of Navy, DoD, and other government agency requirements. Project teams consisting of cognizant industry, government, and/or academic organizations are established to develop cost-effective solutions to these manufacturing needs and problems and subsequently transition those solutions to the industrial base and the defense establishment for implementation.

The NCMC will solicit, select, award, and manage projects in areas of expertise including but not limited to the following:

Fiber-reinforced polymeric (organic) resin composites

Ceramic-matrix, metal-matrix, and carbon-carbon composites

Chemical technology and environmentally-safe practices for composite materials and manufacturing processes (i.e., resin chemistries including, but not limited to, epoxies, cyanate and vinyl esters, and high-temperature polymeric resins)

Graphite, glass, and polymeric fibers as well as alternate reinforcements

Composite “internal” stiffening core materials such as foam, ceramic, balsa wood, polymeric or metallic honeycomb, or other materials

Composite “external” stiffening concepts such as hat and blade stiffeners and methodologies to manufacture them (i.e, drape forming).

Composite manufacturing and similar processes and related equipment, including best practices, maintenance, set-up, and environmentally safe disposition. Composites manufacturing processes include but are not limited to wet hand lay-up, prepreg hand lay-up, automated fiber placement and tape laying, resin transfer molding and related infusion technologies, pultrusion, etc. Curing technologies include autoclave curing, out of autoclave/oven curing, press curing, etc.

Engineering plastics and similar materials (i.e., aircraft transparencies) and related processes (thermoforming, sanding/polishing, etc.)

Signature reducing materials and treatments

Materials for radomes and other electrical applications

Pourable filling, shaping, and fairing materials

Adhesives, adhesive bonding, and related technologies (i.e., surface preparation techniques), as well as mechanical fastening, and other methodologies for joining composites to other composites or metals, and similar assembly technologies

Sealant, coating, and filling materials technologies, including mixing, application, and removal

Robotic or automated processing of the above materials (i.e., drilling, machining, etc.)

Mechanical, physical, chemical, thermal, and/or electrical testing for characterization of composite or other nonmetallic materials

Quality assurance/advanced non-destructive evaluation covering all aspects of composites manufacturing from incoming raw material control through in-service inspection

Modeling and simulation, (i.e., cure modeling, finite element analysis, etc.)

Process analytics

Polymeric additive manufacturing technologies

Repair technologies

Potential naval applications for the composite materials include both structural and non-structural components for aircraft, surface ships, and undersea vehicles as included in the

ManTech Investment Strategy. Other applications, such ground and amphibious vehicles, missiles, and other related weapon systems, may also be included.

The Contractor for the NCMC should have demonstrated experience with and/or expertise in the above technologies. They should also have familiarity or experience with the above mentioned weapons systems.

The Contractor will operate and manage the NCMC in its mission to develop naval platform-related manufacturing technologies and transition the technology for implementation in composites fabricators, assembly facilities, shipyards, and/or other industrial facilities. In addition to accomplishing the NCMC core mission, the Contractor shall manage, operate, sustain, and enhance the NCMC ability to function as an ONR

ManTech Center of Excellence.

The Contractor shall, with the highest degree of vision, quality, integrity, and technical excellence, maintain a strong scientific and engineering resource base responsive to manufacturing technology issues of national importance. The scope of work of this

Contract includes:

1. Operating and managing the COE in an efficient, cost-effective, and innovative manner to accomplish its core mission of developing and facilitating the implementation of composites processing and related manufacturing technologies to fabricators, U.S. shipyards and other industrial facilities to reduce the cost and time to build and repair key naval platforms. (Section 2.0)

2. Organizing, facilitating and executing a naval platform and shipyard/industrial base driven project selection process, supporting the key naval platform programs identified by the ONR ManTech Investment Strategy and the ONR Program

Officer, in order to recommend technical work. Projects selected should be important to both the Navy and the naval industrial base that builds and/or repairs naval platforms. (Section 3.0).

3. Initiating and managing ManTech projects approved by the ONR Program

Officer. Communications should be optimized throughout project management, technical task execution, and technology/solution insertion activities by utilizing structured government/industry interfaces and actively bringing together the organizations, resources and processes that will efficiently meet Navy

Manufacturing Technology (ManTech) program requirements. Management of projects should include the use of an earned-value management system or similar system/methodology that tracks and relates technical progress, schedule, and funding. (Section 3.0)

4. Providing support of special projects or non-ManTech funded projects that relate to the COE mission, as directed by the ONR Program Officer. (Section 3.0)

5. Providing all required reporting, including COE-level and project-level deliverables, for the evaluation of the technical and financial progress of the

Center and of each technical project. (Sections 2.0 and 3.0)

6. Planning, coordinating, and conducting outreach activities to increase awareness of the NCMC and to facilitate technology transition and implementation of

ManTech-developed manufacturing technology at additional shipyards and industrial facilities beyond the initial implementation site of any particular technical project. (Section 2.0)

7. Traveling in support of the NCMC. Travel shall be planned and conducted in such a fashion to provide maximum flexibility and use of time in support of the COE.

All travel shall be in accordance with the FAR and applicable federal travel regulations. (Sections 2.0 and 3.0)

It is currently envisioned that the NCMC contract will be structured with multiple delivery/task orders. This Statement of Work covers two general activity areas critical to the NCMC accomplishment of its mission: Delivery/Task Order 0001: Center

Operations and Management (Section 2.0) and Delivery/Task Order 0002: Project

Development and Management (Section 3.0).

2.0 Delivery/Task Order 0001: Center Operations and Management

The Contractor shall operate the NCMC to function as an ONR ManTech Center of

Excellence to serve as a national resource in composites manufacturing and related technologies in general and to accomplish the NCMC core mission in particular. The

Contractor shall manage and operate the NCMC in an efficient, cost-effective, and innovative manner -- developing strategies to plan, track, and analyze projects and expenditures to ensure efficient operation of the COE.

2.1 Center Operations

NCMC operations can be broken down into the following activities:

2.1.1 Center Core Mission Management and Support Activities

The Contractor shall provide management and programmatic support as required to accomplish the NCMC core mission of identifying, developing, and transitioning composites and related manufacturing technology to U.S. composite fabrication facilities, shipyards, factories, and/or other relevant industrial partners

(as detailed in Section 3.0). In so doing, this includes but may not be limited to:

• Managing the NCMC as a whole.

• Submitting COE-level deliverables as directed by the ONR Program

Officer and as specified in the Annual ManTech Guidance.

• Responding to “data calls” as requested by the ONR ManTech Director, the ONR Program Officer, or their representatives.

2.1.2 Naval Technical Advisor Activities

The Contractor shall provide technical assessments and recommendations on specific shipbuilding and other naval related technologies as required by the

Government. Reports delivered to the Government shall include independent analyses and specific recommendations by the Contractor. The Contractor shall avoid any conflicts of interest and act as an independent advisor (honest broker) to the Government. As a result of such in-house support, the Contractor may be ineligible on Organizational Conflict of Interest (OCI) grounds from performing the actual development work on the recommended technologies. The Contractor will provide management, control, and support for Navy and DoD funded developments and coordinate the research of participating government, industry, and academic organizations.

Special Projects: As part of Naval Technical Advisor Activities, the

Contractor shall perform Special Projects as directed by the ONR

ManTech Division. Special Projects may include, but are not limited to, support to Navy Program Executive Offices (PEOS) or Program

Management Offices / Program Offices (PMAs/PMSs).

2.1.3 Connectivity to Shipyards and Other Key Naval Industries

The Contractor shall develop and maintain working relationships and technical interchanges with composites fabricators and/or other relevant industries utilizing these relationships to facilitate technology transfer to the nation’s shipyards and other defense industries.

2.1.4 Outreach Activities

The Contractor shall perform outreach activities as approved by the ONR

Program Officer. The objectives of these activities are to encourage partnering with government, industry, and academic organizations and to facilitate transfer of developed manufacturing technologies to achieve implementation beyond the primary composites fabricator or industrial facility on any particular project team.

This includes, but is not limited to, the following:

• Providing uninterrupted maintenance of a NCMC public domain website and server.

• Providing promotional materials and logistics support for exhibits, demonstrations, conferences, workshops, and displays.

• Attending and showcasing the NCMC mission and accomplishments at specific conferences and trade shows, such as the Defense Manufacturing

Conference, ShipTech, SAMPE/CAMX, and/or other relevant conferences or expositions. Attendance and exhibition at trade shows, conferences, and the like must be approved in advance by the ONR Program Officer or

ManTech Director. Typically this is 3-6 events annually.

• Distributing a physical and/or electronic newsletter on a minimum semi-annual basis to key government and industry personnel.

2.2 Center Business Operations

The Contractor shall manage and administer a system of internal controls for all COE business and administrative operations. Management of the NCMC business and administrative operations shall include integrating common systems of internal controls across the NCMC and implementing business processes that are risk-based, cross-functional, and cost-effective; that optimize and streamline operations; and that increase efficiency and enhance productivity. Included shall be plans to accomplish the following:

2.2.1 COE Performance Management

The Contractor shall develop and institute an in-house financial management system to help the ONR Program Officer measure the performance and effect corrective actions as needed for each technical project. This system must be capable of accurately tracking expenditures, analyzing the expenditure of funds in light of work accomplished, and quantifying technical problems in terms of cost and schedule. Favorable and unfavorable cost and/or schedule variances that exceed +/- 15% shall be identified and reported along with proposed corrective actions. It is intended to provide a simple means of correlating technical progress to budget progress.

2.2.2 COE Performance to Fiscal Benchmarks

The Contractor shall develop a plan to meet the Navy’s obligation and expenditure fiscal benchmarks, track center performance with respect to these benchmarks, and develop “get well” plans if necessary.

2.3 COE-Level Meetings and Travel

NCMC personnel shall participate in meetings as directed by the Navy ManTech Director and/or ONR Program Officer. These are expected to include, but are not limited to, the following:

• ManTech All Hands or Center Director Meetings - typically 2-3 times annually.

• Candidate Project Selection Meetings - typically once annually.

• Quarterly Program Management Reviews (PMRs) - quarterly with the ONR

Program Officer at ONR, the COE, or other site as approved by the Program

Officer. Other attendees will be at the option of the ONR Program Officer. Each

PMR shall address at a minimum: center financial performance and plans; updates on active projects including information such as technical; progress and accomplishments, schedule status, and adherence to spend plan; technology implementation updates; and planned meetings and activities;. The PMR shall address other technical and programmatic topics as directed by ONR.

• Platform IPT Reviews – Navy ManTech currently holds Platform IPT project review meetings for each platform supported by the Navy ManTech Investment

Strategy approximately 2 times per year per platform. To make effective use of

ManTech resources, these meetings are often co-located, resulting in a total of 6-

10 meetings annually.

• ManTech Conferences/Workshops – as directed by the ONR Program Officer but typically includes the annual Defense Manufacturing Conference (DMC), ShipTech, and other approved conferences/workshops.

2.4 COE-Level Deliverables

The Contractor shall submit COE-level ManTech deliverables as directed by the ONR

Program Officer and as specified in the Annual Navy ManTech Guidance, expected to include but not limited to:

• COE Monthly Status Report – monthly

• COE Funding Allocation Spreadsheets – typically semi-annually

• COE Expenditure Estimates – typically semi-annually

• COE Monthly Expenditure Reports (MERs) - monthly

• COE Affordability Assessments – typically semi-annually

• COE Implementation Workbooks – typically annually

2.5 COE-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data

Requirements List (DD Form 1423).

CDRL A001: COE Quarterly Report

CDRL A002: Contract Final Report

CDRL A003: All other ManTech Program deliverables as required

3.0 Delivery/Task Order 0002: Project Development and Management

In support of the ONR ManTech Program, the NCMC shall identify, develop and transition composites or related manufacturing technologies to U.S. composite fabrication facilities, shipyards, factories, and/or other relevant industrial partners to reduce the cost and time to build and repair key naval platforms, as identified in the Navy ManTech

Investment Strategy. Primary means of accomplishing this core mission is through the development and execution of technical projects whose results will be transitioned to industry.

The three basic types of ManTech projects are:

• Standard projects: typically 18-36 months duration; typically $500K - $3M funding range.

• Mega Rapid Response projects - urgent requirement. Maximum 9 months duration and $500K funding (nominally $150K - $500K) or limits set per current

ONR guidance.

• Rapid Response projects – smaller, urgent requirement. Typically, 4-6 month duration and $50K-$150K range

Standard Projects and Mega Rapid Response projects will be managed under Delivery

Order/Task 0002 but will be executed under other delivery/task orders awarded under the base contract. Rapid Response projects will be managed and executed under

Delivery/Task Order 0002.

Note: Non-ManTech Projects - At the discretion of the ONR Program Officer and

ManTech Director, NCMC may execute and manage technical projects, other than Navy

ManTech projects, that are related to shipbuilding, aircraft fabrication, or other naval- or defense-related industries or platforms. Examples of these projects may include, but are not limited to, projects from other ONR Technical Codes, congressional interest (“plus-up”) projects, or Office of the Secretary of Defense (OSD)-funded Manufacturing

Science and Technology efforts. These Non-ManTech projects are typically awarded under separate, individual delivery/task orders and the management of these efforts is charged directly to those projects, not Delivery Order/Task 0002, unless coordinated with

ONR ManTech.

3.1 Project Development

Project development is generally broken down into the following three steps.

Note: The below information is based on current ONR ManTech policy and guidance.

ONR reserves the right to revise and refine the below project development process.

3.1.1 Issue Identification

The Contractor, via their relationships with Navy PEOs, program offices, warfare centers, etc., as well as their relationships with shipbuilders and other relevant industry, will identify metalworking or related manufacturing technology issues and/or needs. These needs shall be turned into ManTech project candidates. The

Contractor shall document these issues as appropriate by generating an issue sheet, quad chart, and/or other documentation as appropriate.

3.1.2 Candidate Project Selection

The Contractor shall continuously prioritize candidate projects so that resources may be properly allocated. This prioritization shall be based on interactions between the NCMC, the ONR ManTech Program Officer, shipyards and other industry, and various Naval Systems Commands’ program offices (Program

Executive Offices, Program Management Offices, etc.). The Contractor shall assist in matching these needs to recommended ManTech projects, Mega Rapid

Response projects, Rapid Response projects, or other proposed solutions.

Project selection will be in accordance with guidance and timelines set by the

Navy ManTech Office in effect at that time. Currently, the COEs present their prioritized list of candidate projects to the ONR ManTech Director and Program

Officers at a Candidate Project Selection Meeting in the late fall or early winter of the prior fiscal year (e.g. candidate projects for Fiscal Year 2017, which begins

October 1, 2016, will be presented November 2015). The ManTech Director and the Program Officers will then select project ideas for further development based on anticipated availability of funds. Off-cycle project candidates will be considered based on need and funding availability. This project selection process should also be in keeping with the approved ManTech Investment Strategy and any key platforms or PEO(s) identified within.

3.1.3 Individual Project Development

Projects may be developed as ManTech projects, Mega Rapid Response projects, or Rapid Response projects. As the majority of efforts are expected to be

ManTech projects, the ManTech project development process is described below.

Mega Rapid Response and Rapid Response projects may have an alternate, simplified development process as described by ONR guidance and/or Program

Officer direction.

As part of project development, the Contractor will endeavor to obtain quality cost share from participating project subcontractors, supplemental funding from program offices, etc. as well as identify available leveraging opportunities and other methods to augment Navy ManTech investment.

Upon candidate selection and approval by the ONR ManTech Office, each

ManTech project shall be initiated under a three-step process.

1. Program Planning Document (PPD) Development: The Contractor will coordinate the development of a Program Planning Document with teaming partners and Navy points of contact. This PPD will contain a list of performers/ team members, estimated project costs, technical statement of work outline, benefit information, draft schedules, draft metrics, and other information as requested by the Program Officer. This PPD will then be submitted to the Program Officer for review and approval.

For Navy ManTech-funded projects, it is expected that the Contractor will employ a strategy of utilizing subcontracting authority as appropriate with industry (weapons system prime contractors, system integrators, and/or their associated vendors and suppliers) or other commercial entities where expertise or technologies are required to be deployed or are already resident.

Upon approval of the PPD, the ONR Program Officer will issue the

NCMC a Project Development Request (PDR) which authorizes the COE to develop a project plan for the proposed effort. The PDR signals an intention to provide, but is not a guarantee of, eventual project funding.

2. Project Plan Submittal: The Contractor will submit a Project Plan (also known as the proposal package) to the Navy for approval. This plan shall generally include: an executive summary; background; goals, objectives, and benefits; technical scope/approach and plans; technical analyses;

financial spend plans; statements of work; schedules, milestones and deliverables; risk assessments; detailed cost and budget proposals; detailed cost analyses; benefits and savings analyses and summaries; investment cost sharing plans and cost leveraging summaries (if applicable);

technology transition plans (TTPs); and Stakeholder and Technical

Assistant concurrences.

3. Project Plan Review and Approval: The ONR Program Officer will review the submitted Project Plan. If approved, the Program Officer will provide an analysis and approval document to the ONR Contracting

Officer. The Contracting Officer will negotiate/award a new delivery/task order or delivery/task order modification for performance of the approved project.

3.2 Project Management

Awarded projects are to be managed by the Contractor as instructed by the ONR Program

Officer. This includes, but is not limited to, providing technical, programmatic, and financial oversight and guidance to the project team; coordinating project activities with government stakeholders and technical authorities; and completing all project management documentation (monthly and quarterly reports, quad charts, project final report, etc.). It is expected that for each awarded project, the Contractor will hold regular status telecons with the project IPT members and hold project kickoff meetings, periodic project status and milestone gate reviews, and final reviews. Projects shall be tracked using the s in-house financial management system referenced in Section 2.2.1.

3.3 Project Development and Management Meetings and Travel

NCMC personnel shall expect to travel and participate in meetings in support of Project

Development and Management efforts. Typically, these meetings would include, but not be limited to: (1) future FY planning meetings at shipyards and industrial facilities; (2) project kickoff and coordination meetings, and (3) final project reviews.

3.4 Project-Level Deliverables

For each ManTech project, the Contractor shall submit:

• Project Program Planning Document (PPD)

• Project Plan

In addition, the Contractor shall submit project-level ManTech deliverables as specified in the Annual Navy ManTech Guidance, including but not limited to:

• Technology Transition Plan (TTP)

• Projects Database Information

• Project Book Information

• Project Quad Chart

• Project Briefings, as applicable

• Success Story, as applicable

Other deliverables may include any and all prototypes, mock-ups, tooling, software, samples, and components purchased and/or fabricated under ManTech funding during the execution of individual projects, if applicable. This may also include process specifications, designs (both components and tooling), manufacturing cost data for tooling and component fabrication, and detailed test results.

3.5 Project-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data

Requirements List (DD Form 1423).

CDRL A001: Project Final Report

CDRL A002: All other ManTech Program deliverables as required