1. A premier aerospace and defense company
Challenges & Solutions for Research
Operations at Commercial High Risk Facilities
Dr. Sarah B. Hiza
Director of Research Operations
ATK Aerospace
1 ATK Proprietary

2. Agenda and Topics
A premier aerospace and defense company
• Introduction to ATK & Research Operations at ATK
• Challenges in Research Operations
• High Risk Energetic Materials
•process, technical & safety
•business
• Solutions Discussion
• Organizations and Charters
• A Cradle-to-Grave, or Lifecycle’s, Approach
• Risk Awareness & Management
• Operational Disciplines
• Leadership Engagement
• Examples of Research Operations Successes
• Concluding Perspectives
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3. History & Introduction to ATK
A premier aerospace and defense company
To be a global, diversified, industrial company that develops and manufactures
ATK Vision highly-engineered materials and products that support mission-critical
applications for our defense, aerospace, and security and sporting customers.
Employees 17,000
Locations More than 60 facilities in 22 states, Puerto Rico, and internationally.
ATK Financial Information*
Our History
Financial measures FY11 Sales $4.8 Billion
-Launched as an independent company in
1990, when Honeywell spun off its defense FY11 Orders $4.8 Billion
businesses to shareholders FY11 Earnings per Share $9.32
-Former Honeywell businesses had supplied Sales by customer U.S. Army 30%
defense products and systems to the U.S. NASA 13%
and its allies for 50 years U.S. Air Force 7%
-Multiple acquisitions through the mid U.S. Navy 11%
2000s Other U.S. Government 7%
Commercial/International 32%
Sales by contract Prime Contractor 71%
Subcontractor 29%
*All results based on FY11
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4. Introduction: 4 Business Groups
A premier aerospace and defense company
ATK Aerospace ATK Armament
ATK Missile Products ATK Security and Sporting
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5. Research Operations at ATK
A premier aerospace and defense company
The Research Operations directorate resides in the ATK Aerospace business
group and is located between 2 Utah locations. However, we are proud to support
and serve all business lanes of ATK.
Promontory, Utah Magna, Utah
• 70 employees • 15 employees
• 100 facilities/buildings • 30 facilities/buildings
• 50 programs/projects per year • 20 program/projects per year
• Storage of up to 1-M lbs of explosives • Storage of up to 300,000 lbs of
and propellants explosives and propellants
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6. Who We Are: Organizationally Unique
A premier aerospace and defense company
Research Operations provides a lifecycle's approach and hands-on execution for
-aging and surveillance of fielded assets IR&D,
-first time article builds
-low rate production Contracted Development &
-new designs & assemblies Technology,
-testing of materials and small articles
-storage, handling & logistics for unknown, new or Contracted Production
suspect materials Programs
-troubleshooting (e.g. line stoppages, production changes)
•Hands-on execution –
build, mix, test 2 organizations
•Generate & compile data for
•New Material & Process analysis that
Development •Lifecycle, Documentation, and complement
•Formulation DOEs Change Control
•Safe & Repeatable Processes one another
•Analysis of Material
Evaluations & Data •Compliance and Audits with different
•Concepts & Proposals • Storage & Logistical
Management
charters &
•Research in Energetic
Molecules and Polymers •Facility & Equipment Upkeep & focus
Maintenance
•Advanced Chemical
Analysis
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7. Core Capabilities & High Risk Activities
10-grams  100-lbs Grams  500-lbs Scale
Propellant & Explosive Synthesis & Nitration
Mixing
full detonation
subscale
partial detonation detonation
testing
Testing &
Performance
no detonation Evaluation for Aging & Surveillance,
Propellants including full
Inert and disassembly &
Processing, Machining, and Explosives dissection of rocket
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Testing motors

8. High Risk Operations: Energetic Materials
An energetic material has a high amount of internally stored chemical energy that
can be released on demand without atmospheric oxygen.
Release of energy is on demand via Oxidizer
•Rapid decomposition
Tetrazene Explosives
Propellants
•Intra-molecular oxidation reduction Pyrotechnics
Nitramines Heat Reductant
(fuel)
•Inter-molecular oxidation reduction
Perchlorate and Aluminum Al
Energy release is accompanied by
Light
Pressure
Stable, low enthalpy molecules (N2, H2O, CO, CO2, etc)
Heat
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9. Safety Basics with Energetic Materials
•Start with very small quantities and have • Constantly and consistently evaluate
gated scale-ups and requirements
sensitivity of the materials (related to
activation energy, Ea ) and mitigate via
PPE, grounding, and other engineering
• Conduct as many operations remotely as
possible controls
1) Thermal
• Limit personnel exposure 2) Impact
3) Friction
• Design facilities to prevent “domino effects”
4) Electrostatic
– Quantity Distance (Q.D.’s)
- Why We Have So Many Individual Building
Structures
• Incorporate engineering interlocks as often
as reasonably possible
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10. Processing, Safety, & Technical Challenges
Hazard Recognition
Consequences of unplanned events with explosives and propellants are
unacceptable to our customers and ATK
Effective Preparation & Planning
“Swiss Cheese Effect” leads to poor quality, safety incidents and poor business
performance
Understanding and Meeting Compliance and Requirements: DOD 4145.26M, DOT
requirements, EPA
Non-compliance and findings can lead to delays in deliverables, delays in
contract awards, government fines, and loss of programs
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11. Business Challenges
Appropriate Program Budget, Schedule and Scope
Every customer, internal or external, wants the most technically-advanced
article/material/product with the best performance…for pennies
We must offer value, not necessarily a cutting-corner’s approach
Adequate Discretionary and Indirect Resources
Lack of discretionary resources can lead to poorly maintained facilities &
equipment, inadequate training, and outdated or ineffective practices
Maintaining an Operational Rhythm
Idle employees can lead to low morale, sloppy execution, and costly expenses
The Business Challenges can directly affect the Processing, Safety, & Technical
Challenges discussed previously.
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12. Solutions: Organizational Checks & Balances
Recognition of Hazards
Research & Research Effective Preparation & Planning
Development Operations Understanding and Meeting Compliance
and Requirements
Appropriate Program Budget, Schedule and
Making of New
Materials with
Change Awareness &
Evaluation
Scope
Unknown Sensitivities
Adequate Discretionary and Indirect
Resources
Maintaining an Operational Rhythm
Testing, Performance Facility & Equipment
& Evaluation Readiness & Checkout
Organizational separation provides a
Checks & Balance group whose function is
for High Risk Operations -to ensure we ask questions and TAKE 2*
(provide balance to the excitement and eagerness
of an idea)
-to be compliant and aware of requirements
"Don't be afraid to challenge the pros,
even in their own backyard. […] Sometimes (take care of the “stuff” the creative scientists and
engineers don’t care about and don’t want to be
even the pros can become complacent.” bothered with)
-General Colin Powell
*based on DuPont’s TAKE 2…for Safety™
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13. Solutions: Hazard Recognition & Risk Management
Recognition of Hazards
• Quantification/Ease of Assessment
Effective Preparation & Planning
• Process to Gaining Approvals & Buy-In Understanding and Meeting Compliance and
Requirements
Appropriate Program Budget, Schedule and
Scope Management
Risk
Adequate Discretionary and Indirect Resources
Maintaining an Operational Rhythm
Education, Mentoring & Training
xxxxxxxxxx
Provides
Consistency,
Predictability
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& Standards

14. Solutions: Hazard Recognition and Response
Recognition of Hazards
• Education, Mentoring and Training
Effective Preparation & Planning
– Energetics Education & Training Understanding and Meeting Compliance and
Requirements
- Tracked and reinforced Appropriate Program Budget, Schedule and
– Lessons-learned and cased-studies
Scope
Adequate Discretionary and Indirect Resources
– Automated Training System that elevates Maintaining an Operational Rhythm
Risk Management
• Help Chain Pulled
– Anything New or Unusual
– Condition of
employment
• Help Chain Defined
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15. Solutions: A Lifecycles Focus & Operational Discipline
Recognition of Hazards Appropriate Program Budget, Schedule &
Effective Preparation & Planning Scope
Understanding and Meeting Compliance and Adequate Discretionary & Indirect
Requirements Resources
Maintaining an Operational Rhythm
Receipt, Stor
age & Energetics
Inert and Motor
Management Energetic Materials Testing Waste
Materials and Support
of Materials Materials and Testing Product Disposal and
Processes Aging &
and Related Processes Validation of Testing, Perfor Handling of
Development Surveillance
Assets Development Mechanical mance Customer
& Processing Programs and
& Processing Properties & Evaluation & Property &
Planning & of Inert Motor Demil
of Energetics Performance Data Capture Tooling
Project Components Support
Management
Research Operations Foundation: Operational Disciplines
“The assurance that the specific activities necessary for the successful daily operation of a
company's operations are running as they should be. This can include specific
goals, missions, and guidelines.” –BusinessDictionary.com
You know (and appreciate) operational discipline when you see it!
Cleanliness & Order, Focus on Execution, Predictability, Rhythm
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16. Solutions: Operational Disciplines
Recognition of Hazards Appropriate Program Budget, Schedule &
Effective Preparation & Planning Scope
Understanding and Meeting Compliance and Adequate Discretionary & Indirect
Requirements Resources
Maintaining an Operational Rhythm
Matrix
Timelines,
Process Hazards,
Roles &
Responsibilities
(other examples:
compliance
matrix,
open items, etc)
“Nothing can be more hurtful to the service, than the neglect of discipline; for that discipline, more than
numbers, gives one army the superiority over another.” -GEORGE WASHINGTON, general orders, Jul. 6, 1777
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17. Solutions: Know the “Is” Condition with Tracking Tools
• Identification of key metrics and track Recognition of Hazards
them Effective Preparation & Planning
•Review them weekly, focus on the Understanding and Meeting Compliance
“red” areas, and make it visible for all and Requirements
to see Appropriate Program Budget, Schedule and
Scope
•Mishaps
Adequate Discretionary and Indirect
•Close-calls Resources
•High Value Hazard Abatements Maintaining an Operational Rhythm
•Corrective Action Effectiveness
•On-Time Schedule Performance • Learn from other’s
• Equipment Uptime “Is” condition;
•…and many others! sincerely review
lessons-learned and
related mishaps
•Part of our
daily start-up
meeting
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18. Solutions: Leadership Engagement & Commitment
Recognition of Hazards
• Floor Time
Effective Preparation & Planning
Ask Questions Understanding and Meeting Compliance
“That's what happens
Observe when you sit behind a and Requirements
Take Notes desk. You forget Appropriate Program Budget, Schedule and
Correct things.” Scope
Improve -Taken (movie, 2008) Adequate Discretionary and Indirect
Reward Resources
See the Needs Maintaining an Operational Rhythm
• Be proactive and anticipate what could go wrong
Look for ways to get out of the “reactive” mode, and have a proactive
approach – by tracking tools, checklists with questions, and asking questions
• Having the right leaders
“They first got the right people on the bus (and wrong people off the bus) and then
figured out where to drive it.” –Jim Collins, Good to Great, Chapter 3 “First
Who…Then What”
Of every Solution and Example presented, Leadership is most important.
Leadership sets the expectations and focus. Without the right leadership, the
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aforementioned items will die on the vine.

19. Highlighted Research Operations’ Recent Successes
• Brought on new IR&D raw material pilot plant ahead-of-schedule and below budget
– Adequately resourced, a lot of preparation and plan-ahead, an excellent team
• Established process, equipment, and mitigations for disassembly – including igniter
and nozzle removal – and dissections of multiple fielded rocket motors  new
contracts, customers, and a growing business
– A lot of preparation, evaluations, interlocks, and inert checkouts
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20. Concluding Perspectives
• My career started as an R&D Scientist
– I wanted mixes, data and results
– I wanted some 1st time hands-on and observations
but was not interested in completing the
25 DOE mix/formulation series
• Phrases that can never apply in a high risk commercial environment
– “good enough”, “I’d rather be lucky than good”, “let’s get by with this”, “bend the rules
just this once”
• Standards, Convenient Checklists, Expectations, Predictable Processes and Mature
Systems are critical to any of our successes
• Commitment to a Research Operations charter (regardless of organizational titles and
structure) takes time, effort, persistence, investment, and passion
• Much of the tools, examples, and messages can be traced back to the core principles
of Toyota’s Lean Production Systems (PES).
We are not perfect at everything that I’ve presented today; every year we get
better. I am committed to continuously improving and staying vigilant.
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21. Thank you! Questions?
Shappell & Wiegmann, 2003
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