Rolls-Royce's New Defense Ops Center: Indianapolis

Providing worldwide support 24/7 for all its defense products and systems.

USMC Major General Walters, speaking at the opening of the center, put the importance of air support in perspective: “We got our first call at 2200 hours on a Friday. Within 36 hours, we had eight jets ready to go. All eight took off; we needed only six, so two turned back. The day after that, we were in Afghanistan, beating back the Taliban … When we have aircraft overhead, we save [our] lives, and take their [Taliban] lives.

Air support

“Ask the Lance Corporals if they like ‘air.’ In their 20-year-old minds, if it weren’t for air support, they wouldn’t be with us any longer. [From my perspective], without air support, we would have at least three times the casualty rate, in both KIA and WIA [killed and wounded in action]. Without air, the Taliban has the advantage.” The combat veteran continued, “If [our Marines] run out of ammunition or water, the conditions get critical. Air support brings these to our Marines. With our program, we need to get everything possible out of every aircraft. Our pilots know that if they get into [a combat zone], they can get out. We have a 98 percent success rate, evacuating our wounded. Aircraft are the only way to do that [in AFG].”

Brian Bowyer, a Marine stationed at Miramar, one of the 150 field service representatives (FSRs) that works on the Osprey, says that “this center saves money and time. Our flight data go straight to the subject matter expert in Indy; there is no need to know ‘whom to call,’ problem by problem. We don’t bother the Ops Center if we know what to do; maybe we’ll make only a few calls a week.”

Interactive tools

Back in the Center, Kelly Thomas, project manager, showed our group of reporters some of the tools that are available, like the interactive monitor. IT maven Kevin Crawford took over, and demonstrated a live borescope examination – several thousand miles away. Curt Morris, a 16-year Rolls-Royce veteran who also has 22 years in the Navy (and 36 total, with just the T-56), noted that boxes of manuals are all on tablets now – the manuals, the IPC (illustrated parts catalog), training, and engine monitoring system. “It’s all on the tablet,” he said. Rolls-Royce uses ruggedized Windows-based tablets; the iPad “is being evaluated.”

Even at the Operations Center, tasks are split, in a form of triage (that would be more accurately called, “duage”). Jeff Hildebrand, the manager of the Operations Center and a service engineer himself, notes that most service questions are handled on-base. A small percentage make it to the Operations Centers, where 80 percent are handled by the generalists, materials specialists; and safety, design, and controls engineers always available there. The final 20 percent are referred to the “back office,” where the specialists lurk, on-call, 24/7. Hildebrand says, “Our objective here (at the Ops Center) is to cover most of these questions within the room. We use a systematic rotation [through the center] from the field; FSRs come in for one-month assignments.” He says that the rotation helps both groups – field and center ops – to understand each others’ capabilities and limitations.

Hallway as classroom

Going through the facility, one is impressed by the balance between openness and security. In the hallway that passes by the engineering bullpen, one sees nothing but frosted-glass walls. At the touch of a hand-held control, a guide can display high-resolution images of engines or systems on these walls – and use computer graphics capabilities to rotate, zoom, and explore these images – the hallway itself is a classroom. Another touch of the control makes the walls transparent; one can then see the center itself, with the call board and certain documents and pages of manuals displayed on huge screens.

The collaborative design of the bullpen’s setup thus allows several engineers to work together from the same document, when necessary. Two or three may be working one problem, even as the rest of the room’s population helps the field, one-on-one.

Though the center had been open for only three months prior to our visit, Hildebrand says that more than 95 percent of customer requests “were met in a timely manner.” That’s not bad for a brand-new operation, especially one where only the trickiest problems even arrive at the center, since the inputs nearly always come from well-trained, experienced FSRs.

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