2015 Program Excellence Award

Transcription

1 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE PHASE 2 LOCKHEED MARTIN SUBMISSION TO AVIATION WEEK: PIRA #SSS I. Program Overview 2015 Program Excellence Award Program Name: Program Leader Name/ Position/Contact information , Phone Program Category Program Background: What is this program all about? (No more than one page). The overarching need for this program History of the program The product that is created by this program Scope of work original & updated Expected deliverables Current status of the program Orion Multi-Purpose Crew Vehicle Program Dr. W. Michael Hawes, VP & Orion Program Manager Phone Number: or michael.w.hawes@lmco.com Postage Address: 2625 Bay Area Blvd., Suite 800 Houston, Texas System level R&D/SDD program or project Orion is NASA s next generation spacecraft designed to transport astronauts on deep-space exploration missions, provide emergency abort capability, sustain the crew, and provide a safe return to Earth. Lockheed Martin s exemplary technical evolution and programmatic flexibility have been vital in maintaining NASA s position as the world s Human Space Flight leader. Working side by side with NASA since the Orion Program award in August 2006, Lockheed Martin has maintained focus to continuously evolve an affordable and sustainable program in light of funding constraints; even after having the program marked for cancelation in Feb In May 2010, the program successfully tested the Orion Launch Abort System (LAS) with a flawless Pad Abort Test (PA-1) at White Sands Missile Range, New Mexico, to demonstrate Orion s first priority: human safety. Continuing to refine the design, Lockheed Martin successfully built and tested the structural Ground Test Article (GTA) proving out many internal processes and test procedures while anchoring design models. This led to the mission that re-validated NASA s human space flight world prominence -- Exploration Flight Test-1 (EFT-1). Assembled and tested at Kennedy Space Center (KSC) in Florida, EFT-1 launched on schedule on December 5, 2014, traveling 3,600 miles -- farther into space than a humanrated spacecraft had been in more than 40 years. EFT-1 provided foundational information required to complete the ultimate Exploration Mission (EM) spacecraft, enabling the team to rapidly mature the EM-1 spacecraft design by leveraging the extensive EFT-1 database and experiences. The LM/NASA team demonstrated their ability to design, develop, produce - then fly the nation s first Orion Multi-Purpose Crew Vehicle, providing a sustainable vision and strategy for U.S.-led human exploration of deep space. The extraordinary success of EFT-1 advanced the U.S. significantly closer to the ultimate goal of landing humans on Mars. The LM/NASA team is now building the next Orion spacecraft for the cutting edge EM-1 mission in 2018 and is preparing for another demonstration of Orion s Launch Abort capability with the Ascent Abort Test-2 (AA-2) Copyright 2015, Lockheed Martin Corporation. All rights reserved 1

2 slated for Orion s first crew capable mission, EM-2, will be launched in The EM-1 mission includes working with our European teammates -- the European Space Agency (ESA) and Airbus. Lockheed Martin leadership has already been actively involved in building relationships with ESA and key European countries that are supplying Orion components. With the successful incorporation of the European Service Module (ESM), the program now extends beyond the United States and has become NASA s next international collaboration, creating global support for deep-space human exploration. II. VALUE CREATION = 20 POINTS Note that we have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Value: 50% of category score What is the long-term value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) 50% of category score Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Orion is blazing the trail for the eventual human exploration of Mars by designing and producing the capability for safe deep-space missions. U.S. leadership in space has historically been based on our achievements in human spaceflight. The Orion Program continues that heritage by developing the technologies and capabilities that will overcome the challenges of human exploration across our solar system, and that will produce scientific and technical breakthroughs benefitting spacecraft development for other applications, many of which enhance national security and improve life on Earth. Through EFT-1, NASA and the Lockheed Martin industry team achieved one of the most innovative technology demonstrations of 2014 by successfully completing the first critical spaceflight test of NASA s new Orion spacecraft. The Washington Post listed Orion as one of the best innovations of 2014 for opening up a new era of manned space travel. The success of EFT-1 is the result of incredible advancements and achievements in overcoming challenges due to an aggressive schedule in a highly constrained budget environment. Strong program leadership, close collaboration with our NASA customer, and strong relationships with our industry partners and suppliers provide the cornerstone for Orion s success. Innovations in combining technological advancements, proven design practices, and unique approaches to reducing cycle time and cost are providing a solid foundation for an optimized spacecraft that can evolve to incorporate new technologies and design approaches for future human space exploration missions. As production of the Orion EFT-1 spacecraft progressed over the past three years, culminating in the December 2014 test flight, the program team also began aggressive spacecraft mass reduction initiatives, maturation of key subsystem designs, and long-lead procurements in preparation for the next series of flight tests: EM-1 in 2018, AA-2 in 2019 and EM-2 in These parallel efforts entail close coordination with multiple NASA Centers and effective organizational changes such as dedicated EFT and EM mission directors and a dedicated ESA Service Module integration team to ensure appropriate program infrastructure remains in place to transition post-eft-1, all while maintaining a high level of commitment to employee development, Copyright 2015, Lockheed Martin Corporation. All rights reserved 2

3 safety and health. The team performed rapid development and integration of next generation technologies to create the most technically advanced spacecraft designed for human exploration of deep space. Innovations included: Next generation advanced electronics and power systems; Advanced materials and processing; Communication/data handling; Several firsts in spaceflight history for software and the computing accuracy and speed. The flight test culminated in unprecedented landing accuracy and performance. Prior to flight, the team utilized Lockheed Martin s Integrated Test Labs to complete a vast amount of advance work on software and hardware integration, which significantly reduced risk for the program and EFT-1 before the vehicle was integrated for launch. What makes the Orion Program unique and deserving of the Program Excellence Award is that it has become a model for a significant paradigm shift in NASA program management. The Lockheed Martin team s development and application of proactive approaches across the program reduced cost, improved productivity, helped resolve schedule challenges, and provided visibility to solutions to maintain program progress for EFT-1 success to be continued for EM development. New design paradigms emphasizing affordability and efficiency were instituted, new processes were developed and refined, early testing and verification was performed to identify potential concerns, and new collaborative relationships were developed including the ESM integration. EFT-1was considered a company-wide success for Lockheed Martin, collaborating with Aeronautics for structures, Enterprise Business Services, and Mission Systems & Training for avionics and Information Systems & Global Solutions for their NASA human space flight expertise. NASA s human spaceflight programs provide a source of international diplomacy and a bridge for cooperation among partners worldwide as demonstrated by the International Space Station Program. Orion continues that global cooperation through Lockheed Martin s strong collaboration and relationships with the ESA and Airbus as they develop and build the Orion Service Module for EM-1. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Note that we have provided a weighting system on this section that indicates importance in the evaluation process. For each question, respond with the best practices and unique processes used by your program. Strategic Operations 30% of the score On an on-going basis how do you track and improve the value of this program to your customers, corporation, organization, and The Orion Program has led to technical advancements and innovative program management solutions that have strengthened the corporation s position in capturing key programs, reducing cost to our customers, and increasing value to shareholders. Program managers implemented a number of affordability initiatives as part of the Exploration Mission Re-plan Proposal resulting in a total cost reduction of $500M, enabling execution of the fiscally constrained Orion program through FY20. Examples included: Copyright 2015, Lockheed Martin Corporation. All rights reserved 3

4 employees? Specifically, what processes, tools and practices have allowed the value of your program to increase? Team Leadership 30% of category score Teaming What unique processes and practices have you put in place to maximize team collaboration and efficiency? Supply Chain With the broader distribution of design, development and production responsibility across the supply chain what unique tools, processes and practices have you put into place to ensure integration of the total supply chain (up/down/across)? People Development Among the most important roles of a leader is the identification and development of talent. Collaborating with NASA to streamline the Safety Review Panel process. Developing an EM1/2 fault tree analysis to optimize Phase 1 Hazard reports. Optimizing the engineering release process to reduce hours per drawing by 32.8%. Maximizing reuse of high cost vehicle elements by leveraging robust design capabilities. Performing consecutive builds of structural elements for EM1/2 to reduce production costs by 15% to 23%. While continuing EFT-1 progress, Lockheed Martin was able to establish the second phase of the program for the EM-1/2 and AA-2 flights. The concurrent execution of the two programs will improve affordability across the life cycle of the program. Small business initiatives are also a highly valued element of the contract. This is substantiated by producing NASA s Johnson Space Center Small Business of the Year for six consecutive years and by winning the JSC Prime Contractor of the Year in Today, the Orion Small Business Program is one of the most respected and talked about SB Programs in NASA as noted in ORION: NASA's Deep Space Human Exploration Spacecraft: A Case for Small Business. This publication showcases 30 of Orion s small business subcontractors and their high-tech contributions to Orion. EFT-1 was the result of a massive, complex, and well-orchestrated integration effort across multiple agencies and organizations including Lockheed Martin, NASA, FAA, Air Force, Navy, United Launch Alliance and many other subcontractors large and small. More than 3,000 people across the country working for NASA, Lockheed Martin, Orbital ATK, Aerojet Rocketdyne, ASRC Federal, Honeywell, UTC Aerospace Systems, and hundreds of small businesses and suppliers contribute to the Orion Program. As the prime contractor for the Orion Program, Lockheed Martin has demonstrated a commitment to partner with NASA to be more efficient, affordable, adaptable and agile. The company helped the program navigate and maneuver through programmatic and policy challenges to ensure forward momentum on program progress. As an example, within the months following the proposed program cancellation in February of 2010, Lockheed Martin submitted an aggressive flight test plan to fly Orion early to reduce risk. By 2011, we had secured approval to purchase a launch service, secured additional appropriations for the test and began fabrication of the EFT-1 crew module. By mid 2012, we delivered the completed EFT-1 crew module structure to the Kennedy Space Center, bringing the vision of an early orbital flight test from concept to reality in just over 24 months. Lockheed Martin led the mission and managed the flight test, while facilitating a collaborative LM-NASA leadership model to prevent any duplication of efforts in mission operations. Along the path to EFT-1, Lockheed Martin took the initiative to realign Copyright 2015, Lockheed Martin Corporation. All rights reserved 4

5 What unique processes, tools and practices have you put into place to ensure people are developed and given the opportunity to risk, fail, recover and fully contribute. What metrics have you put into place to ensure this effort is effective? Operations 40% of category score Cycle Time Please describe what your program has done to reduce and continue to improve the cycle time required for the phase of life cycle in which you currently are executing (design/develop, produce, sustain). Include in your description the tools, processes and practices used as well as the metrics. Efficiencies Affordability and breaking the cost curve are among the most important challenges facing all program managers. Describe the areas you have targeted to improve your costs and how you resolved these challenges for each target. Describe how your program has developed or implemented new and unique tools, processes and practices to reduce cycle time for your program s specific stage of the lifecycle (design/develop, produce, sustain). leadership in the areas where demands changed in the Design, Development, Test, and Evaluation cycle. The team is now better structured to complement our NASA customer, resulting in seamless NASA-contractor oversight of the program. In addition, Lockheed Martin partnered with NASA to produce the Joint Confidence Level analysis that will mature NASA s cost and schedule baseline commitment to Congress for the Orion Program. During the past three years of the program, Lockheed Martin has also strengthened its relationship with Airbus as part of the NASA collaboration effort with ESA to provide the service module for the EM-1 spacecraft. Progress on this integration effort is well under way as the team has completed its Preliminary Design Review phase and is already fabricating and delivering flight hardware. As for the Lockheed Martin employees, program managers engage and retain high performers by offering them stretch assignments outside of their usual assignments. They have participated in educational outreach events, provided briefings to Congressional members and staffers, and serve as subject matter experts for media interviews. Lockheed Martin also employs a Talent Management program to annually assess high potential employees across all labor grades across the company and identify opportunities for their professional growth. One of the most effective changes the Orion Program managers implemented over the past three years was a modified oversight/insight model with the NASA customer. This integrated model embedded key NASA technical leads within Lockheed Martin teams to help streamline review/approval cycles and provide better insight into the design and development of the spacecraft in a real-time environment. To further improve efficiency, Lockheed Martin dedicated a Demand Management director to streamline the procurement process and reduce risk for long-lead components, to accelerate mass reduction on the EM-1 spacecraft, and to establish dedicated crew module and service module teams to focus on the respective subsystems. EFT-1 also validated analytical models and retired key spacecraft safety and operational risks. In addition, the ground and flight operations crews gained valuable experience conducting the activities necessary to ensure an efficient and successful mission. For instance, the same spacecraft adaptor design and cryogenic second stage of the Delta IV Heavy will be used for EM- 1, ensuring spaceflight experience and lessons learned advance capabilities for follow-on spacecraft and launch vehicles. The test flight successfully garnered critical data on the spacecraft performance in challenging environments, validating most of the spacecraft design and systems that roll into EM-1 and EM-2 spacecraft. Planning, Monitoring, and Controlling What are the most significant Copyright 2015, Lockheed Martin Corporation. All rights reserved 5

6 change elements your program dealt with in the past 36 months, and what unique best practices and processes did you implement to make these changes. (Examples of change: intellectual property, shortages of critical supplies/raw materials.) IV. ADAPTING TO INNOVATION AND COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program s Market Uncertainty level How new is your product to your market and users, based on the definitions below. Then describe how you deal and address this specific uncertainty: - Derivative an improvement of an existing product/system. - Platform a new generation in an existing product line. - New to the Market a product or system adopted from another market - New to the World - breakthrough product, never seen before Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: - Low-tech: application of mature, wellestablished technology Level of Market Uncertainty Level (choose one) Derivative Platform New to Market _XX_ New to the World Orion is the first human-rated spacecraft built by Lockheed Martin, a company with more than 50 years experience with planetary exploration spacecraft. To build NASA s next generation spacecraft under a long-term and affordable program, the Orion team had to adopt a highly adaptive agile management philosophy to address the unique dynamics of new technology/applications development with a changing landscape of the government s discretionary funding to NASA. As a result, the program management team: Continually drives design and schedule to meet NASA funding levels; Drives execution and system integration at all levels of organization (including a very large, nationwide supply chain); Continually demonstrates value and execution to its NASA customer by meeting commitments. (i.e. Pad Abort-1 Flight Test, Pathfinder and Ground Test Article production, Exploration Flight Test-1, Preliminary Design Reviews (PDR) and the Exploration Mission-1 delta-pdr); and Drives product flexibility and modular design capability to meet NASA mission evolution. Designing, developing and building a completely new spacecraft to support an entirely new mission capability brought a whole new set of challenges for the engineering team. Meeting NASA s requirements to send and sustain astronauts to explore the solar system far beyond the moon is an extremely difficult and technically challenging task. Some of the new technological advancements the team had to develop to support Orion mission requirements are detailed in the next section below. Technological Uncertainty Level (choose one) Low Technology Medium Technology _XX_ High Technology Super High Technology In regard to Technical Uncertainty, the Orion Program Management Team introduced new and streamlined traditional approaches to mature technologies needed to meet crew safety as well as vehicle reliability and performance requirements. Traditional Engineering and Program Management processes were tailored to enable high performance integrated product teams (IPTs) to go Copyright 2015, Lockheed Martin Corporation. All rights reserved 6

7 - Medium Technology: existing technology modified to meet new design requirements - High-Technology: recently developed new technology - Super High Technology: nonexisting technology that needs to be developed during the program. Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this level of complexity: - An Assembly performing a single function. - A Sub-system fitting within a larger system. - A System a collection of subsystems performing multiple functions. - An Array a System of Systems ; a widely dispersed collection of from concept to product realization shortening the design, development, test, and integration cycle over traditional approaches. The IPTs leveraged the company s technical prowess along with the program s industrial supply chain expertise to address and resolve challenges in early on-ramp of enabling technologies; thermal protection; guidance and navigation; light weight-high power density batteries, and flight software development. To meet the challenges of sustaining crew in the harshest environments of space hundreds of thousands of miles from Earth, the Orion team developed and employed new technologies for the next generation of space exploration. Time-triggered Gigabit Ethernet computing; enabling Orion s vehicle management computer to process more than 400 million instructions per second: 25 times faster than ISS computers, 400 times faster than space shuttle computers, and 4000 times faster than Apollo computers. The world s largest heat shield structure comprised of a titanium substructure joined with an advanced high-temperature resin and graphite fiber laminate coated with an ablative thermal protection system. This shield is designed to survive the extreme thermal conditions of a 4000 degree reentry and the structural strain of water landing impacts. The first electronically maneuvered S-Band Phased Array Antenna that provides simultaneous transmit/receive commands, reducing blackout zones and improving overall reliability of crew communications. The first Human-Rated 120V Lithium Ion Battery System, allowing spacecraft mass and volume reductions with maximum crew safety. In addition, the team incorporated the latest capabilities of new technologies by modifying off-the-shelf software products, avionics systems and additive manufacturing processes. EFT-1 accomplished a great deal by successfully demonstrating the capability and performance of these new technologies and certifying their reliability through extreme environments such as radiation exposure (Van Allen Radiation Belt), thermal extremes (Reentry), and acoustic vibration (Launch and Ascent). System Complexity (choose one) Assembly Sub-System System _XX_ Array of Systems Orion itself is a system of systems that must integrate and perform flawlessly with many other complex systems to successfully and safely execute deep-space exploration missions. Orion is an integrated spacecraft with three major elements: the Crew Module, the Service Module and the Launch Abort System. Once the spacecraft is integrated as a whole, it is then mated to the launch vehicle and readied for spaceflight by KSC s Ground Systems team. This well-orchestrated process requires a great deal of technical and management organization. Examples include: Program organization /IT infrastructure that allows high level of data sharing between subsystems, systems and projects Established common system/tools with common system protocols Established business rhythm of daily open communication at every level of Copyright 2015, Lockheed Martin Corporation. All rights reserved 7

8 systems serving a common mission. Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how you deal with the program s pace requirements: - Regular timing no specific time pressures. Fast/Competitive time to market is important for competitiveness. - Time Critical there is an absolute and critical-to-success deadline. - Blitz there is a crisis element driving the need for immediate response the organization. Shared commitment and accountability between Customer and Contractor Co-developed highly complex mission simulation models Co-developed highly complex structural integration models Shared Integration Test Labs - Inter Program Emulation Dedicated System Integration Team for each project Interface Control Working Groups: by discipline at multiple levels on multiple projects Structural Integration Working Groups of all NASA Exploration Systems Development (ESD) elements at subsystem, system, and interproject levels Leveraging of unique customer capabilities at all NASA Centers Pace and Urgency (choose one) Regular Timing Fast/Competitive _XX_ Time Critical Blitz The Orion Program is driven by NASA s mission schedule, which generates additional cost and schedule pressures from Congress, the Administration and NASA Headquarters. - Integrated launch dates also require multicenter and international collaboration across multiple programs and agencies. o Need to meet integrated schedules with NASA s Space Launch System and Ground Systems Development & Operations o NASA resources staged for Orion schedule o Pressure to maintain ESA commitment on the European Service Module - Lockheed Martin with NASA JSC customer provided continual communication between NASA Exploration System Directorate (ESD) and NASA Centers to ensure an integrated interproject management structure and program plan. This allows shared monitoring of progress as well as adaptability to promote efficient execution of all elements required for ESD missions. - Schedule is driven by the federal budget allocations that are issued annually through the President s Budget Request followed by Senate/House Authorization and Appropriations. o Continuing resolution and NASA policy changes or funding constraints continue to drive funding challenges on the Orion Program. Lockheed Martin is highly integrated with the corporation s Washington Operations Team and communicates on a daily basis. They provide timely notification of impending congressional actions/budget releases allowing the program to proactively address mitigations and opportunities. V. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS Note 1: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Copyright 2015, Lockheed Martin Corporation. All rights reserved 8

9 Note 2: We have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Those with lower weighting are not unimportant; however, they have become given practices that all teams should be using. 40% of category score Customer/Performance - How do you measure the impact of your program on your customer and your customer s satisfaction? Include a description of unique/new metrics, as well as numerical evidence (normally a percentage or rate). Focus on the unique metrics developed to provide an efficient way to effectively communicate this information to your customers and within your organization beyond your program team. 20% of category score Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? A program of this complexity and high-level visibility requires an integrated program management approach on multiple levels. Lockheed Martin manages general program performance through regular daily and weekly meetings with the program managers and NASA customer. We monitor high impact and critical events through daily tag ups and monitor financial performance through weekly and quarterly reviews. The overall performance on the program is measured by an annual Award Fee Self Evaluation report, which is evaluated by a NASA review board for their concurrence and feedback. In addition, there are several engineering and review boards to monitor progress, raise and resolve issues and manage cost and schedule challenges. Lockheed Martin has consistently earned excellent award fee scores throughout the duration of the program. For the EFT-1 mission, flight test objectives were developed within program affordability and schedule constraints while mitigating 13 of the top 17 program risks. As noted above, the mission met the requirements set forth by NASA, resulting in a fully successful flight. The collaborative nature of the Lockheed Martin/NASA team is summarized elegantly in this quote by NASA Orion Program Manager Mark Geyer during the EFT-1 post-flight press conference: This Orion team they do incredible work every day. Today it s just more obvious to everyone else because we flew the flight and it performed so well. And it s an honor, a blessing to be a part of that team. Lockheed Martin measures employee satisfaction through several communication mediums. First, all employees are encouraged to candidly provide answers in a yearly survey that measures employee satisfaction in four main areas: Employee Experience, Leadership, Ethics and Integrity and Diversity and Inclusion. Answers are provided to leadership and action plans are rolled out to help make the work place a more positive place. Second, there are quarterly executive leadership meetings where employees are invited to attend, ask questions and learn about the strategy and vision of the organization. Feedback forms are collected from employees with indices that help leadership understand the employee culture. Third, employees are invited to attend smaller group meetings that are very informal with executive leadership. Again, feedback forms are collected from employees with helpful information to leadership so they can make communication adjustments in the future. Fourth, there have been some lunch and learn sessions that encourage employee development. Employee feedback is also collected and assessed for success and improvements for future sessions. Lastly, there is a team of employees that support employee satisfaction called Employee Engagement. They are divided into teams that focus on several areas of employee satisfaction such as employee recognition, employee development and mentoring. Copyright 2015, Lockheed Martin Corporation. All rights reserved 9

10 40% of category score Unique Metrics - Describe unique metrics you are using to measure your program s progress and how you focus it for outstanding and future success. Lockheed Martin Space Systems Company consistently receives honors and recognition from the NASA customer as well as the space industry. Some recent Orion Program awards include: NASA Distinguished Medal of Honor for EFT-1 Flight Director 2015 Douglas S. Morrow Public Outreach Award NASA JSC 2014 Prime Contractor of the Year Award JSC Small Business Subcontractor of the Year (6 consecutive years) The Orion Program employs comprehensive business rhythms to tightly monitor the program s progress, performance and overall health. Many unique measures, including multiple detailed views of the progress of engineering design and drawing release performance; multiple levels of supply chain management measures; specific IPT early warning metrics measuring technical, cost and schedule performance; multiple levels of risk analysis including overall program risk analysis (ARM tool), Integrated Master Schedule Risk analysis (part of the comprehensive earned value management system) as well as monthly low, medium and high probability cost risk analyses. NASA s mission requirements have driven Lockheed Martin to design and develop the most robust and capable human-rated spacecraft to safely transport astronauts to/from Earth for deep-space exploration missions. EFT-1successfully garnered critical data on the spacecraft performance in challenging environments, validating most of the spacecraft design and systems that will roll into the EM-1 and EM-2 spacecraft. Orion traveled 3600 miles above Earth and through the intense radiation of the Van Allen Belts. Despite intense radiation exposure, no negative impacts affected Orion s new advanced electronic systems, establishing a solid path forward for America s human spaceflight program and its journey toward Mars. EFT-1 met all the primary test objectives, resulting in 100% mission success and significantly exceeding NASA s expectations for Orion s initial space flight test. Data gathered from more than 1200 instruments on EFT-1 assessed the spacecraft performance, will influence future design decisions, validated existing computer models, will drive innovative new approaches to space systems development, and will reduce overall mission risks and costs for Orion s future flights. As planned during the flight test formulation, 13 of the top 17 mission critical events were exercised on this first flight to demonstrate key systems to make Orion the safest human-rated exploration spacecraft. These functions were 100% successful during EFT-1. NASA Associate Administrator for Human Exploration and Operations Bill Gerstenmaier summed it up best during the post-flight press briefing: Thank you for getting us excited again and reminding us what it s like to be a leader in space. Copyright 2015, Lockheed Martin Corporation. All rights reserved 10